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HomeMy WebLinkAboutO-1092012 J-91-743 9/5/91 i AMENDED BY, 0RUINAr"ICE # q 6S #. # ORDINANCE NO. 10920 AN ORDINANCE MAKING APPROPRIATIONS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 1992; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE. WHEREAS, the City Manager has prepared and submitted to the City Commission a Budget Estimate of the expenditures and revenues of all City Departments and Boards for the Fiscal Year 1991-92, copies of such estimate having been furnished to the newspapers of the City and to the main library in the City which is open to the public; and WHEREAS, provisions have been duly made by the City Commission for Public Hearings on the proposed budget before the City Commission as a Committee of the Whole and Public Hearings thereon were held; NOW, THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The following appropriations are made for the municipal operations of the City of Miami, Florida, for the Fiscal Year ending September 30, 1992, including the payment of principal and interest on all General Obligation Bonds: Departments Boards and 0 fic General Fund Mayor Board of Commissioners Office of the City Manager City Clerk Civil Service Computers Finance Fire Rescue and Inspection Services Internal Audit and Reviews Law Budget Parks, Recreation and Public Facilities Personnel Management (Planning), Building and Zoning Police Public Works Special Programs & Accounts TOTAL GENERAL FUND GENERAL OBLIGATION BONDS TOTAL GENERAL OPERATING APPROPRIATIONS Appropriations $ 383,059 683,544 1,113,587 1,033,045 292,017 4,348,765 2,951,211 45,255,933 1,003,934 3,020,980 1,361,100 10,540,725 1,$86,634 1,553,568 88,733,220 12,739,723 23,401, .0 $200,301,264 25,_763,101 S226,0644365 1092:0 "i Marine Stadium Bobby Maduro Miami Stadium Orange Bowl Stadium Dinner Key Marina Bayside Marina Melreese Golf Course Miami Springs Golf Course Conferences and Conventions Coconut Grove Exhibition Center Government Center Parking Garage Planning, (Building and Zoning) General Services Admin. and (Solid Waste) Manuel Artime Community Center TOTAL ENTERPRISE FUNDS 1/ LESS: Amounts appropriated above in the General Fund in Special Programs and Accounts for deficit operations. TOTAL OPERATING APPROPRIATIONS $ 238,006 252,257 5,093,000 2,520,300 641,552 720,042 742,446 11,846,080 919,290 11716,900 5,497,460 29,461,595 601,105 $60,250,033 $273,575,056 Section 2. The following appropriations are made for the municipal operations of Debt Service Funds of the City of Miami, Florida, for Fiscal Year 1991-92: DEBT SERVICE FUNDS Guaranteed Entitlement and Housing Revenue Bonds S 4.432,02.1 Total Debt Service Funds $ 4,432,021 Section 3. The following appropriations are made for the municipal operations of Special Revenue Funds of the City of Miami, Florida, for the Fiscal Year 1991-92: SPECIAL REVENUE FUND Rescue Services $ 2,134,653 Development and Housing Conservation 9,328,532 Downtown Development Supplemental Fee 46,959 Impact Fee Administration 36,000 Environmental Storm Sewer Water Fund 6 100 000 Community Development Block Grant 12,613,000 Law Enforcement Training Fund 215 000 Metro Dade Tourist Bed Tax Utility 1,460,0001 Service Tax Special Revenue 28,529,2 / TOTAL SPECIAL REVENUE FUNDS $ 60,463,397 These appropriations are as follows: $1,439,110 to pay for Certificate of Participation Notes; the balance of $27,090,143 is reflected as follows: $22,302,376 to the General Fund, $4,042,359 to Conferences and Conventions, and $745,408 to the Government Center Garage Enterprise Fund. 10920 - 2 - Section 4. The following activities, which are carried on for the service and convenience of other funds, shall be operated by the City Manager within the limits of the appropriations provided in the foregoing Departments, Boards, Offices and accounts of the City of Miami and other revenues or receipts which may be received: INTERNAL SERVICE FUNDS Appro8riati_ons Directors Office (GSA) Communications $ 905r869 j/ Services 3,694,730 Custodial Maintenance 407,686 Fleet Management 10,919,487 Print Shop Property Maintenance 879,261 3,670,483 Purchasing 889,8�ti TOTAL INTERNAL SERVICE FUNDS $ 20,461,483 1/ Not included in the total below. The Internal Service Funds are funded by charges to user departments and other agencies as well as fund balances as required. Section 5. The following appropriations are made in Trust and Agency Funds: TRUST AND A ..FNry FUNDS Appropriation Pension Self Insurance $ 24,3011007 Southeast Overtown/Park West 23,692,942 Redevelopment Trust Fund 1,341,052 OMNI Tax Increment District TOTAL TRUST AND AGENCY FUNDS $ 50,765,814 Section 6. The above appropriations are made based on the following sources of revenues for the 1991-92 Fiscal Year: GENERAL FUND Revenue All Sources S 200,3n1.264 TOTAL GENERAL FUNDS $ 200,301,264 GENERATE OBLIGATION BONDS All Sources S 25,763,�n� TOTAL GENERAL OBLIGATION BONDS $ 25,763,101 TOTAL GENERAL OPERATING REVENUES 10920 - 3 - ENTERPRISE FUND Marine Stadium Bobby Maduro Miami Stadium $203,800 Orange Bowl Stadium 252,257 5r093,000 Dinner Key Marina Bayside Marina 2,520,300 Melreese Golf Course 457,700 Miami Springs Golf Course 720,042 742,446 Conferences and Conventions Coconut Grove Exhibition Center 11,846,080 Government Center Parking Garage Planning, (Building and Zoning) 919,290 1,716,900 General Services Admin. and (Solid Waste) Manuel Artime Community Center 5,497,460 29461595 Plus Deficits Not Allocated to 601,105 General Fund TOTAL ENTERPRISE FUNDS �,/ _218,058 $ 60,250,033 Deficits appropriated in the General Fund in Special Programs and Accounts (12,739,3421 TOTAL OPERATING REVENUES $273,575,056 DEBT SERVICE FUNDS Guaranteed Entitlement and Housing Revenue Bonds $4,432,01 Total Debt Service Funds SPECIAL R VEN 1F. F ij g $4,432,021 Rescue Services $2,134,653 Development and Housing Conservation 91328,532 Downtown Development Supplemental Fee 46,959 Impact Fee Administration 36,000 Environmental Storm Sewer Water Fund 6,100,000 Community Development Block Grant 12,613,000 Law Enforcement Training Fund 215,000 Metro Dade Tourist Bed Tax Utility Service Tax Special Revenue 1,460,000 28,529,253 TOTAL SPECIAL REVENUE FUNDS $60,463,397 INTERNAL L SERVI _F FUNDS I/ Director's Office (GSA) Communications $ 905,869 Services 3,694,730 Custodial Maintenance Fleet Management ,6 10 91487 Print Shop Property Maintenance ,40740786 9,,686 261 Purchasing889,836 3F670,4838 TOTAL INTERNAL SERVICE FUNDS $20,461,483 These revenues are derived from all Debt Service. funds other than Not included in the total below. 10929 - 4 - Pension Self Insurance Southeast Overtown/Park West Redevelopment Trust Fund OMNI Tax Increment District TOTAL TRUST AND AGENCY FUNDS $ 24,301,007 23,692,942 11341,052 -- -A- -W $ 50,765,814 Section 7. This Ordinance is an ordinance of Precedent and all other ordinances in conflict with it are held void insofar as the null and Y Pertain to these appropriations. The appropriations are the anticipated expenditure requirements for the City, but are not mandatory should efficient administration Of Cityration Departments and Boards or altered economic conditions indicate that a curtailment in certain expenditures is necessary or desirable for the general welfare of the City. The City Manager is specifically authorized to transfer funds be accounts and withhold any of thesebetween appropriated funds from encumbrance-/ or expenditure should such action appear advantageous to the economic and efficient operation of t Such transfers except for transfers within Special he City. Accounts .shall not exceed $50,000 on a cumulative Programs and account which is ive basis from any appropriated in the General Fund approved by the City� unless Commission. Transfers that exceed on a cumulative basis which result from savings$50,000 retirement incentive .generated by the program will not require approval. City Commission The City Manager is also authorized to transfer excess unrestricted monies from other funds to any Fund.2/ the General I/ 2/ Encumbrances are obligations in Purchase orders, contracts, or salary ecommitments whichform Of are chargeable to an appropriation and for which apart of th appropriation is reserved. e Excess unrestricted monies are those a which are no longer needed to implement the orig a a d Purpolse of the appropriation and whose expenditure is not limited t0 use for any other specified purpose. - 5 - 10920 Section 8. The City Manager is authorized to administer the executive pay plan and to disburse the funds appropriated herein for this purpose in a manner he deems appropriate. With the exception of those positions in which the salary is established by City Commission action, the City Manager is further authorized to establish the salaries of those employees in executive and staff positions in accordance with the executive and staff pay plan. These employees may receive any salary increases given in Section 9. Section 9. The City Manager is authorized to disburse any funds that may be designated by the City Commission as cost - of -living or other pay adjustments to Civil Service, executive and staff employees. Section 10. Nothing contained in this Ordinanace shall be construed as to prohibit or prevent the City Manager, the administrative head of the City for Miami, who is responsible for the efficient administration of all Departments, from exercising the power granted to and imposed upon him in the City Charter to fix, adjust, raise, or lower salaries, and to create, abolish, fill or hold vacant, temporary or permanent positions whenever it has been determined by the City Manager to be in the best interest of efficient and economical administration of the City of Miami and all its Departments. The authority contained in this Section shall also be applicable whenever the City Manager shall cause a Department to reorganize itself to perform its services more efficiently; such reorganization may include reduction of budget positions, reclassification of positions, and alteration of the number of budgeted positions in any given classification. Section 11. (a) (1) The transfer of funds between the detailed accounts comprising any separate amount appropriated by the above sections hereof is hereby approved and authorized when such transfer shall have been made at the request of the City Manager and when such transfer shall have been made of any part of an unencumbered balance of an appropriation to or for a 10920 IWIM purpose or object for which the appropriation for the herein fiscal year has proved insufficient. (2) The transfer of funds between the detailed accounts comprising any separate amount appropriated by bthe above sections hereof is hereby approved and authorized when such transfer of funds is made at the request of the City Manager and when such transfer is to be made between the detailed accounts appropriated to the same office, department, or division. (b) (1) In order to effect salary adjustments, the City Manager is hereby further authorized to make departmental and other transfers from and into the Reserve Employment -Adjustments Accounts of Special Programs and Accounts, or such other reserve accounts established therein or established by the City Manager in the General Fund, and is hereby authorized to approve transfers for any unforseen requirements of all appropriated Internal Service funds, Enterprise Funds and Self Insurance Funds as may be required. (2) In order to facilitate effective budgetary control and sound fiscal management, the City Manager is hereby further authorized to transfer funds from departmental budget reserve accounts to the Contingent Fund account of Special Programs and Accounts, and to departmental budget reserve accounts from the Contingent Fund account of Special Programs and Accounts. (3) The Contingent Fund is hereby declared to be appropriated to meet emergency expenses and is subject to expenditure by the City Manager for any emergency purpose. (c) Except as herein provided, transfers between items appropriated hereby shall be authorized by ordinance amendatory hereto, except that transfers from the Special Programs and Accounts may be made by resolution. Section 12. (a) The City Manager is hereby authorized to invite or advertise for bids for the purchase of 10920 - 7 - any material, equipment, or service provided for by the aforementioned appropriations or which may be provided for in accordance with the authority set forth in this Section for which formal bidding is required; such bids to be returnable to the City Commission or City Manager in accordance with Charter or Code provisions. (b) Further, expenditure of the herein appropriated funds is hereby -authorized in the procurement of goods and services by award of contract for the same by the City Commission following the use, if applicable, of competitive negotiations unless the award of such contract by the City Manager is expressly allowed under City Code provisions. Section 13. The City Manager is directed to prepare and file with the City Clerk a statement of the proposed expenditures and estimated revenues for the Fiscal Year 1991-92, which shall be entitled "Annual Budget of the City of Miami, Fiscal Year October 1, 1991 through September 30, 1992". Section 14. If any section, part of section, paragraph, clause, phrase, word of this Ordinance is declared invalid, the remaining provisions of this Ordinance shall not be affected. Section 15. All ordinances or parts of ordinances, insofar as they are inconsistent or in conflict with the provisions of. this Ordinance, are hereby repealed. Section 16. This Ordinance shall become effective thirty (30) days after final reading and adoption thereof. PASSED ON FIRST READING BY TITLE ONLY this llth day of September , 1991. PASSED AND ADOPTED ON SECOND AND FINAL READING BY TITLE ONLY this 26th day of September 1991. _ AT L G�� XAVIE I SUAREZ, MAYOR L,4�_ MATTY HIRAI CITY CLERK 10920 BUDGETARY REVIEW: MANOHAR S. SURANA RECTOR DEPARTMENT OF BUD PREPARED AND APPROVED BY: AA E CL0.. D I A Z CHIEF ASSISTANT �YATTORNEY APPROVED AS TO FORM AND CORRECTNESS: A. QUINN JONES, III / ACTING CITY ATTORNEY ROD/gmb/bss/M847 10920 - 9 - CITY OF MIAMI. FLORIDA r` INTER -OFFICE MEMORANDUM TO: Honorable Mayor and Members Of .the City Commission FROM: Cesar H. Od City Manager DATE . p U V 2 `' 19 91 FILE SUBJECT Fiscal Year 1991-92 Annaul Appropriations Ordinance REFERENCES: ENCLOSURES: R o m-nda inn• It is recommended that the Miami City Commission adopt the attached appropriations Ordinance establishing tentative appropriations for the Fiscal Year ending September 30, 1992. Background: The Department of Budget has prepared and submitted through my office to the City Commission a Budget Estimate of the revenues and expenditures of all City Departments and Boards for Fiscal Year 1991-92. This information is summarized below: General Fund General Obligation Total General Operating Appropriations Enterprise Fund Less: Deficits Appropriated in the General Fund in Special'Programs and Accounts Total Operating Appropriations Debt Service Special Revenue Funds Internal Service Funds Trust and Agency Funds $ 200,101,264 25,763,101 $ 226,064,365 $ 60,250,033 (12d739,342)— $ 273,575,056 $ 4,432,021 $ 60,463,397 $ 20,461,483 $ 50,765,814 r,r MIAMI REVIEW Published Daily except Saturday, Sunday and Legal Holidays Miami, Dade County, Florida. STATE OF FLORIDA COUNTY OF DADE: Before the undersigned authority personally appeared Sookie Williams, who on oath says that she is the Vice President of Legal Advertising of the Miami Review, a daily (except Saturday, Sunday and Legal Holidays) newspaper, published at Miami in Dade County, Florida; that the attached copy of advertisement, being a Legal Advertisement of Notice In the matter of CITY OF MIAMI LEGAL NOTICE RE: ORDINANCE NO. 10921 Inthe ....... X. X. X.......................... Court, was published in said newspaper In the Issues of October 4, 1991 Afflant further soya that the said Miami Review Is a newspa r published et Miami In said Dade County, Florida, and that the sold newspaper has heretofore been continuously published In said Dade County, Florida each day (except Saturday, Sunday and Legal Holidays) and has been entered as second class mail matter at the post office In Miami In sold Dade Coun Floride, for a period of one year next precedin the first cation of the attached copy of advertisement end alfiant h says that she has neither paid nor promises any parson fl or corporation any discount, rebate, commission or rot d r the puAwse of securing this advertisement for public in the s newspaper. + w# to and subscribed before me this day of y ;........ • , A.D. 19. 91.. .............i. ............... (SEAL) A* "OFFICIAL NOTARY SEAL" CRISTI A INGE MO 1AY COW. CITY OF MIAMI Labor and Management In Partnership for a better Miami M�, 1 1 1 1 1 1 l .I i _I GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City Of Miami, Florida For the Fiscal Year Beginning October 1, 1990 /L. A0Qtj;'-_ President i� � Z': r. Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented an award for Distinguished Budget Presentation to the City of Miami, Florida for its annual budget for the fiscal year beginning October 1, 1990. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications medium. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 10 92 0 l 1 1 1 THE CITY OF MUMI COMl%]LSSION J.L. PLUMMER, JR. VICE -MAYOR MILLER J. DAWKINS COMMISSIONER XAVIER L. SUAREZ MAYOR INC9RP 9RATE9 Q 18 96 Q' CESAR H. ODIO CITY MANAGER DR. MIRIAM ALONSO COMMISSIONER VICTOR H. DE YURRE COMMISSIONER 10920 7 DEPARTMENT OF BUDGET MANOHAR S. SURANA DIRECTOR TABLE OF CONTENTS GET MESSAGE READER'S BLr GUIDE ......... ........ I ........................... TARTOF ORCANr7ATION............................................. XIX �C,ET Revenue rips Millage and Taxable Value .......... 1 Revenue Summary: Comparison by Fund ............................. 5 General Fund Revenues: Detail Comparison by Category ............ 8 Fxprise Fund rv; Surplus and Deficits .................. 15 Appropriation Summaries CmVarison by Fund and Spending Agency ......... o...... oo•....... 16 Appropriations by Major Object Code: 18 Grants Summary: proposed For Uses Other Than General Operating 20 Capital Improvement Program ..................................... 23 Summary of Position Comparison .................................. 24 GETTII2AT FC�D BUD.^ET SUNID�RT� Mayor........................................................... 29 Board of CCmni.ssioners....................................... 30 Office of the City Manager ...................................... 36 Office of the City Clerk ........................................ 38 Office of Civil Service ......................................... 40 Caatrputers....................................................... 42 Finance......................................................... 48 Fire, Rescue and Inspection Services ............................ 54 Internal Audits and Reviews ..................................... 64 Law............................................................ 70 Budget .......................................................... 72 Parks, Recreation and Public Facilities ......................... 74 Personnel Management ........ 82 (Planning), Building and Zoning ................................. 84 Police ... .. 86 .................... Public Works ................................................... 92 Special Programs and Accounts ................................... 99 r OBLIGATION FUND SUNDRY ......103 ....... ........ DEBT' SICE FUND.................................................106 10020 ENTfl21MISE FUNDS SfMMART . QQnferences, C=1enti= and Public Facilities ................ 108 Coconut Grave Convention Center ................ ...... a ..... .. ill Marine Stadium ............................................... 112 Bobby Madura Miami Stadium ................................... 113 Orange Bowl Stadium .......................................... 114 Parksg Recreation and Public Facilities ..........................115 Melreese Golf Course ......................................... 116 Miami Springs Golf Course .................................... 117 Dinner Key Marina ............................................ 118 Bayside Marina .............................................. 119 Government Center Parking Garage ............................... 120 Planning, (Building and Zoning) ................................ 122 General Services Administration and (Solid Waste) ............... 130 ManuelArtime Community Center ................................. 135 SPECIAL REVEMM FUNDS BUDGET summ IES Rescue Services .............................................. 138 Developmment and Housing Conservation ........................ 140 Downtown Development Supplemental Fee ......................... 144 IYmct Fee Administration ..................................... 145 Environmental Storm Sewer Water Fund ........................ 146 Community Development Block Grant ........................... 148 Law Enforcement Training Fund ............................... 150 Metro Dade Tourist Bed Tax ................................... 151 Utility Service Tax Special Revenue Fund ...................... 152 INTERNAL SERVICE FUNDS BUDSUMMAR GET IES (GA'' M Services Administration) and Solid Waste ............... 154 Director's Office .......................................... 156 Cmnunications Services ...................................... 157 Custodial Maintenance ........................................ 158 FleetManagement ............................................. 159 Print Shop ................................................ 160 Property Maintenance ......................................... 161 Purchasing ................................................... 162 TRUST AND AGENCY FUNDS BUDGET SUMMARIES Pension ...................................................... 164 Self Insurance ............................................... 166 Southeast Overtawn Park West Redevelopment Trust Fund ........ 168 Omni Tax Increment District Trust Fund .........................169 APPEN= A • ....................................................... A-1 GLOSSARY OF BE TERMS • ......................................... B-1 FY'92 FUNC MONAL TABLE OFORGANIZATION CHARTS ...................... C-1 0-THERE CITY AGENCIES ............................................... D-1 PASS DESCRIPTION AND G ....................................E-1 10920 r �# of ��t2itt arm G�qY OpM�• CESAR H. ODIO O Q, P. O. BOX 330708 CITY'MANAGER 9Q�C MIAMI, FLORIDA 33233-0708 305-250-5400 August 28, 1991 FAX 305-285-1835 Honorable Mayor and of the City Commissioners Mayor and Members of the Citycommission: mmisslon: =� In accordance with the City Charter and state law, I am respectfully submitting to you the FY192 budget estimate. During my six years of service as City Manager, the major challenge to the City of Miami has been to continue offerin high levels of efficient, timely, at the lowest possible cost to the individual taxpayer. e public services Commission and the Administration have been jointly engaged inta concentrated effort to contain the costs of municipal government and to maintain or increase service levels to the residents of F� Miami. ESCALATTN XPF�*pTTiri?�,+_ S �N_ D � �p� GROWTN T 1`I R V�PNT1Ti' AseTE The City is experiencing a rapid escalation of expenditures due to; prior commitments, a reduction of federal government resources to cities, a decline in the growth rate of new TM construction, and a slow down in regional and national economic conditions which have resulted in a smaller revenue base. In spite of increased expenditures and a smaller revenue base, the City is still expected to provide better service levels for the taxpayers. These expectations become very difficult to satisfy when federal ^ and state resources to cities are shrinking, slow econom and limitations imposed on revenue sources by state law. Y L9NG TF. M FTSCAT �TA$TTTTy To assure Miami's future, it effectively is necessary to manage more our limited resources and focus upon those areas which generate permanent and enduring fiscal contributions. The administration is now directing its efforts towards manag m n • a partnership between labor and management beates to for more ffective initiatives and responsive huse of fiscal resources to stability.i, r future long term fiscal 10,920 To achieve this "long term fiscal stability", I implemented, in October 1990, a participatory form of management by which the City's most valuable asset, its "employees", can participate along with union and management, in making decisions regarding the City s long term future. LeBOR A_ND I�LANACEMENT IN P RTAIFRSHTA FOR A BETTER MTAMT The City of Miami's workforce has entered into a new era where labor and management are working together as "partners" for a better Miami. This new long term relationship is having a Positive impact on the streamlining of policies, procedures and the way the City conducts business. This partnership has led to the creation of labor management committees in each department. These committees emphasize management by concensus. The activities of the labor mansg ement committe ve significantly changed the attitudes ofour workforce from es h'Us versus Them" to "We". The "We" attitude has resulted in increased citywide productivity, a reduction of excessive ill time usage through peer review, resolved.labor issues without arbitrators or courts, and developed innovative ways to save dollars/ generate revenues. FY' 92 BL1iX:F!T — A AARTTC'TPATQRV ren+*rc+rr . It should be noted that, this is the first time in the history of our City that the proposed budget was developed with the full participation and consensus of all unions and management. During this budget process the City's books were opened to the unions and their economic consultant; they were also given direct access to the proposed budget for FY192. I commend each union for the diligence and untiring efforts during the development of the FY192 budget. As a result of this partnership, the City's bargaining units and the administration developed a voluntary retirement incentive program for eligible City employees. This program will save $5.0 million during FY192. Additionally, the City's unions have agreed, in principle, to the necessity of downsizing operations in FY 92. This downsizing of City government will optimize the City's financial resources and bring about future long term financial'stability. The proposed FY'92 $2.1 more than the E general fund budget is.. $200.3 million and is adopted FY191 general fund budget of $198.2. 1 1 1 1 1 1 1 1 7 J ,I _.1 �i mary of Selected ExnPnr�; t-„re �wQ for Fv � 92 * Delayed until FY'93, a 4% cost -of -living increase for all city employees. * Maintained the same contribution for pension requirement as the current year. * Included additional funds in the amount of $1.4 million for Police fleet and $0.3 million for fuel. * Included additional funds to support higher cost of Self Insurance Fund. * Established a retirement incentive program for eligible employees. * Consolidated the City's administrative offices into one location resulting in rent savings and other operating efficiencies. * Provided additional funds for sanitation disposal cost due to rate increase by Metropolitan -Dade County Government. Summary of Selecte Revenue Changes for FY'92 Property Tax revenue for FY'92 will increase by $2.7 million as a result of an increase in assessed values of City properties. * Property Taxes/Delinquent - Anticipated reduction of receipts due to a decrease in delinquent properties. * State Revenue Sharing - Reduction is attributed to a slow down of the economy on a state-wide basis. * Engineering Services - Increase is due to additional projects coming on line. * Sales Tax - Reduction is due primarily to a slow down in the economy. * Public Service Taxes - lit services receipts and reduced subsidy contribution for ated increase in idebt obligation. 10920 G I VAq IWO 0 V: The proposed FY'92 operating budget of $273.6 million for all operating appropriations is $4.5 million or 1.6% more than the amended FY'91 budget of $269.1 million. The general fund portion of the budget is $200.3 million. This represents a $2.1 million or 1.1% increase over the Adopted FY'91 general fund budget of $198.2 million. The balance of $2.1 million is reflected below relative to net increases: Appropriation: Increases (Decreases) (Million) Police - Salaries/Fringes $ 3.6 Fire - Salaries/Fringes 1.4 General Employees - Salaries/Fringes (0.4) Police Fleet and other GSA charges 1.6 Self Insurance/Risk 0.9 Retirement Savings 5.0 Total Appropriation $ 2.1 In addition, the revenue side of the ledger shows a net increase of $2.1 million which is outlined below: Revenue: Gains/(Losses) !Million) Property Taxes $ 2.7 ,i Franchise 0.8 State Revenue Sharing (1.0) ,:. Sales Tax/Gas Tax (1.3) Engineering Fees/Stormwater Sewer Fees 2.3 Contribution from other Funds (2.7) Property Taxes/Delinquent (0.8) Public Service Tax 1.1 Certificate of Use Renewal 0.7 Emergency Medical Services 0.5 Fines and Forfeits (00.2) Total Revenue $ 2.1 Finally, the aggregate proposed millage rate for FY192 including debt service is 11.9303 which is .0073 mills less than the current fiscal year. N 10 0, 2 0 C! The FY192 General Fund Budget estimate is about $2.1 million or 1.1% irtore than the FY191 Adopted Budget. This increase would have been significant had the City's administration not taken certain management initiatives during FY191 to reduce cost while monitoring/improving the level of services to the residents. For example, continued streamlining and downsizing of City functions, restricting city hiring to only essential positions, enhanced revenue collection, and the enactment of operational cost containment policies. It is clear that the City cannot continue to operate at its current service . level without additional revenues. The administration will continue to propose city-wide fee increases where the services being provided justify the increase. The administration will continue to reduce costs while maintaining city operations at acceptable levels. It is estimated that the revision of fee schedules such as Certificate of Use renewals will yield additional revenue. Through a more aggressive collection approach we anticipate an increase in emergency medical services receipts. The FY192 Budget Estimate represents the Administration's recommendations which support... the policies of • the City Commission. Finally, I would like to acknowledge the efforts of my Executive Staff, Department of Budget, Department Directors and their staffs, and the support of the four Union Presidents: Charles Cox, Miami General Employees (AFSCME), William Bryson, International Association of Firefighters (IAFF), Ornel Cotera, Fraternal Order of Police (FOP) and Lionel Nelson of the Sanitation Employees Association (SEA) for a job well done. Respe fully submitted, Cesar H. Odic City Manager rr i 1 i :. •t The purpose of this section is to explain the scope, format, and content of the City of Miami's annual budget document and to provide information which will aid the reader in understanding the budgetary concepts and components upon which this budget is based. SCOPE OF TH BUDG T DOCUMENT A municipal budget is a plan of financial operation embodying an estimate of proposed expenditures and the proposed means of financing them during a fiscal year. The FY'91-92 annual budget document for the City of Miami provides historical, current and future comparisons of revenues and expenditures, and proposed allocations of both fiscal and personnel resources. The budget contains summaries of all ongoing operations of the City with the exception of the six -year Capital Improvement Program (CIP) which is provided in a separate document prepared by the City. The annual CIP budget provides information on all new and ongoing capital improvement projects as well as those completed during the prior fiscal year. A summary of the estimated FY 91-92 appropriations by CIP functional categories is presented in the Budget Summaries section of this document. The Table of Contents lists the major subjects covered in this document and the corresponding page number. As a further aid to the reader, the document is organized into the following types of presentations: Budget Messa_C - A narrative summary of the FY'91-92 budget which highlights its most important financial aspects and provides an overview of the major changes proposed by the City Manager for the upcoming fiscal year. Table o O gan;&1UJQ; - A chart illustrating the organizational structure of City departments and agencies by program area. Further indicators of the City's functional organization are provided at the beginning of departmental budget summaries and are discussed later in this section. B�_d_get S7mmarlA� - A collection of financial tables and charts summarizing various components of the City's budget. The primary focus is on the City's revenue estimates and proposed appropriation levels by fund. 10920 I Fund Summaries - A series of six categories organized by type of fund in which detailed Departmental/Divisional or Program Summaries are included for individual budgetary units. The fund categories used by the City of Miami in order of their location in the budget document are: General Fund General Obligation Bond Fund Debt Service Fund Enterprise Funds Special Revenue Funds Internal Service Funds Trust and Agency Funds An explanation of the format for the Department and Division Budget Summaries included in this section is provided below. Appendix - This section provides historical data for departments or divisions which have been reorganized or deleted. This information is included to fulfill the requirement of the City Charter. - Qlossary of Budget Terms - understand definitions of the in this document. This section provides easy -to - municipal budgetary terms used i FY192 Functional Table of Organization Charts - These charts show the total number of the FY192 departmental positions by title for each of the department's major functions. Other City Agencies - Controlled by and dependent on the City Commission for budgetary authority. Parks Des _rid ion and Staffing - Description and staffing of significant parks. BUDGET FORMAT DEPARTMENT/DIVISION BUDGET SUMMARIES The largest section of this document is comprised of Department and Division Budget Summaries arranged, with a few exceptions, in alphabetical order within the appropriate Fund Summary section. The General Fund Budget Summary, for example, includes detailed summaries on all departments, divisions, programs and offices that are funded by General Fund revenues. With the exception of the Office of the Mayor, the Board of Commissioners and the Office of the City Manager which are listed first, all other organizational entities and programs supported by General Fund revenues follow as shown in the Table of Contents. Department and Division Budget Summaries are presented in a standard format whenever applicable. Certain funding areas such as Special Programs and Accounts (General Fund) follow individually tailored formats. Explanations of the standard Department and Division Budget Summaries are as follows: t IIA. 0V20 A. Department Budget Summary - The standard two -page format for Department Budget Summaries is as follows: First Page - Functional Cost - Performance Indicators . Second Page - Departmental Budget and Position Summary Description - Budget Highlights Explanations of the above components are as follows: Funct�ona� Coat This section outlines the departmental cost by major function. i Performance Tnd�cators - This section measures output or services that indicate the quantity, or quality or effectiveness of a particular service. 4=artmental Budaet and Position Summary This summary is highlighted in a blue block at the top of the page and provides an historical comparison by major object code categories. These funding categories are explained in the glossary. The bottom line shows the total number of positions for each budgetary period. - D scr ' j Q.� �_ - This section contains a narrative summary of the department's major responsibilities and activities to assist the reader in understanding the purpose for the fiscal and personnel allocations presented in the budget. Budaet HJg i;ghts - This section explains any major '4 increases or decreases to this department's budget as well as any functional or organizational changes. s B. Div;sionai Budget SUmma y - Divisional Budget Summaries follow Department Budget Summary pages for those departments which are comprised of more than one division. These divisional summaries follow a standard one -page format which contain the following components: E i The Divisional Budget Summary with the exception of the Selected Objectives component are identical to those explained above on the departmental level except that the - Divisional Budget and Position Summary - Description - Selected Objectives - Budget Highlights f0920 III information contained within Divisional Summaries applies solely to the positions, budget, functions, and highlights of -a single division within a multi -divisional department. The Selected Objectives component is used to provide decision makers with standards for service level control throughout the fiscal year. Objectives are planned tools which enable a program to be evaluated in terms of the intended result. Since budget planning is concerned with allocating scarce resources among competing needs, funding decisions must be based on the worth of a particular operation in comparison to others. BUDG�'TTNG BASIS The City's accounting records for governmental and expendable trust funds operations are maintained on a modified accrual basis with revenues being recorded when available and measurable, and expenditures being recorded when the services or goods are received and the liabilities are incurred. Accounting records for the City's proprietary and pension trust funds are maintained on the accrual basis with revenues being recorded when earned and expenditures being recorded as soon as they result in liabilities for benefits received. BUDGET' D .VF.T A1�AQFNT pROCF'�� In general, the budget development process and content requirements of the City of Miami's annual budget are stated in Section 27 of the City Charter and, consistent with these requirements, the City Manager prepares a proposed budget. Detailed budget requests are made by each City department and agency, are reviewed and analyzed by the Department of Budget, and are approved by the City ,Manager. The City Manager's proposed budget is considered by the City Commission and at least two public hearings are scheduled. Before September 30, the Commission must adopt a budget and this budget may be the same as that proposed by the City Manager or may contain those amendments which the City Commission approves. After Commission action, the proposed budget is revised if necessary and is published as the adopted budget. The specific steps taken to prepare the annual budget are as follows: 1. The City Manager meets with Department Directors to outline the general philosophy for the upcoming budget, to discuss budget management goals, and to establish budgetary guidelines. 0 9 IV 2. The Department of Budget Manager's DB distributes concerning the memorandum the budget development schedule, budget forms guidelines, and conducts departments and procedural a budget workshop for City and agencies. 3. Municipal departments and forms and justification agencies g prepare budget DB. detail and submit them to 4. DB reviews and organizes departmental forms and submits them for review, modification and approval by the City Manager. 5. DB establishes budgetary limits and prepares departmental line -item budgets within the constraints of available revenues. Based on established limits, departments will submit the final copy of their budget request and budget justification detail forms to DB. 6. The City receives Certification of Value from Property Appraiser which indicates the real and personal property value in the City. 7. The City Manager submits proposed millage rates and 1 public hearing dates on the proposed budget to the kJ City Commission. k 8. The City Manager submits the Final Budget Estimate to the City Commission. 9. The City advises Property Appraiser and Tax Collector of millage rates and the day, time and place of first public hearing. 10. The Property Appraiser mails the notice of proposed �J property taxes and notification of the first public hearingto of time and location property owners. 11. The first public hearing is held tentative budget on the and proposed millage. 12. The second public hearing is advertised. 13. The second public hearing is held to final millage adopt the rate and budget. 14. The Property Appraiser and Tax Collector are notified of the adopted millage rate. 15. A statement Of compliance, a copy of the ordinance, millage a copy of DR420 and a copy hearing advertisements of public are submitted to Department of Revenue within 30 days the State after the adoption of the budget. 10 020 � $tTDG_F.rr+ MFNbME2vm PROCFSSF� There are two ways in which an adopted budget can be modified during the fiscal year. These are as follows: 1. The City Manager is authorized to transfer within a department any balance of an appropriation to a purpose or object for which an appropriation for the current year is insufficient. This is accomplished in the following manner: The department prepares a Transfer of Funds Request Form outlining specific amount and reasons for the transfer. The City Manager or his designee reviews and approves or disapproves the request. If approved, departmental appropriations are modified accordingly by the Department of Budget. 2. The City Commission is authorized to transfer between departments any balance of an appropriation to a purpose or object for which an appropriation for the current year is insufficient. This is accomplished in the following manner: r:1 The department prepares an amendatory ordinance outlining the specific purpose for this action. The City Manager reviews the amendatory ordinance and, if approves, places it on the City Commission meeting agenda. The City Commission must approve the ordinance by a majority vote. If approved, departmental appropriations are -a modified accordingly by the Department of Budget. { BUDGET MONTT(�RTN(`yvnnL+ "BS j The City of Miami utilizes several methods to monitor the receipt of anticipated revenues and to control budgetary spending during the fiscal year. One of these is the line - item allotment system which requires the establishment of predetermined spending plans by departments as measure against previous years' expenditures and permits the Department of Budget to monitor their adherence to this plan on a regular basis. The preparation of quarterly financial reports by the t 10920 V I -' Departments of Finance and Budget also provide for the periodic monitoring of expenditures and revenues during the fiscal year and provide the information necessary to project the City's year-end financial situation and fund balance. These revenue and expenditure analyses are further supported by monthly revenue projections, bi-weekly salary savings projections, and the City's transfer of funds and expenditure control processes. In addition to the financial controls mentioned above, the City of Miami maintains a Position Authorization Request (PAR) System which provides for position control and the monitoring of salary -related expenditures. FINANCIAL STRUCTLRF' The budgetary policies of the City of Miami conform to k Generally Accepted Accounting Principles as applicable to governments. The following is a summary of Miami's financial structure. The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self -balancing r� accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. The funds used by the City are grouped by type into three broad fund categories and seven generic fund types as explained below. A. Governmental Funds Governmental Funds are those through which most governmental functions of the City are financed. The acquisition, use, and balances of the City's expendable financial resources and the related current liabilities (except those accounted for in Proprietary Funds) -are accounted for through governmental funds. The measurement focus is upon determination of financial position and changes in financial position, rather than upon net income determination. The following are the r City's governmental fund types. '� - general Fund - The General Fund is the general operating fund of the City. It is used to account I for all financial resources except those required to be accounted for in another fund. 109020 VII Sneci_al Revenu- Funds - Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts or major capital projects) that are legally restricted to expenditures for specified purposes. Qebt Service Funds - Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs. p� tag Projects Funds - Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds). is .. - .�• Proprietary Funds are used to account for a City's organizations and activities which are similar to those often found in the private sector. This means that all assets, liabilities, equities, revenues, expenses and transfers related to the City's business activities -- where net income and capital maintenance are measured -- are accounted for through Proprietary Funds. The measurement focus is upon determination of net income, financial positions, and changes in financial position. E�ternr�se Fundy - Enterprise Funds are used to account for two types of operations: 1. Those that are financed and operated in a manner similar to private business enterprises where the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. 2. Those where the City has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Internal Se�v Funds - Internal Service Funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, or to other governments on a cost -reimbursement basis. Where capital replacements are necessary, particularly in the Fleet Management Division, user charges include an amount necessary to provide for replacement of equipment. 10920 VIII C. Fiduciary Funds - Trust and Agency Funds - Trust and Agency Funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments, and/or other funds. These include Expendable Trust, Pension Trust, and Agency Funds. Pension Trust Funds are accounted for in essentially the same manner as proprietary funds since capital maintenance is critical. The City's Expendable Trust Funds (Self -Insurance and Pension Administration) are accounted for in essentially the same manner as Governmental Funds. D. Fixed Assets and Long-term Obligations 4 In addition to its fund structure, the City of Miami uses account groups to establish accounting control and accountability for the City's general fixed assets and the unmatured principal of its general long-term obligations. These accounts are not funds. They do not reflect available financial resources and related liabilities --but are accounting records of the general fixed assets and general long-term obligations. The µ� two account groups used by the City are: - General Fixed Assets - This account group is used to account for all those fixed assets of the City other than accounted Internal Service for in the Enterprise Funds. Funds and - General Long-term Debt - This account group is used to account for the long-term portion of claims payable, accrued compensated absences, lease obligations purchase e and long-term debt, outstandingp ces of other than principal obligation bonds anda payable recorded in the special Enterprise Funds. KEY GENERAL FUND REVENUES An explanation of the City of Miami's major General Fund Revenue sources are as follows: A. Taxes Charges levied by the City against the income or wealth of a person, natural or corporate, are called taxes. Taxes comprise 58% of the total General Fund budget. Ad Valorem Taxes 10920 These are taxes levied against the assessed valuation of real and tangible personal property IX in Miami for the current year. The tax is expressed as a "mill" or $1 in taxes for every $1000 of assessed valuation. Collections received by the Tax Collector for real and personal property ad valorem taxes levied for prior years are referred to as delinquent ad valorem taxes. 2. Franchise Fees Taxes levied annually on a corporation or individual by the local unit of government in return for granting a privilege, sanctioning a monopoly, or permitting the use of public property, usually subject to regulation, are called Franchise fees. Franchise fees are levied against such entities as Florida Power and Light and Southern Bell Telephone. B. Licenses and Permits These are revenues derived from the issuance of local licenses and permits. Licenses and permits revenues comprise 2% of the total General Fund budget. I. Professional and Occupational Licenses The City requires regulatory licenses for the privilege of engaging in certain trades, occupations, and other activities. The business and activities covered by the City's regulatory license code are included because of health, safety, or security hazards that might arise if the City does not take an active part in their regulation. The fee for regulatory licenses is designed to cover the cost of administration, inspection and enforcement. 2.1 Building Permits This revenue is derived from fees for permits issued by the Planning, Building and zoning Department for construction of new buildings and additions, construction alterations, roofing, paving, etc. 3. Other Licenses and Permits Revenues in this category are derived from the issuance of non -business licenses and permits levied according to the benefits presumably conferred by the license or permit. Examples of these types of licenses and permits are Fireworks Permits, Traffic Permits and Burglar Alarm Permits. 1• 4 X 10920 C. Tnteraoverr�entai Revenue Revenues received from federal, state and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes are referred to as Intergovernmental Revenues. Revenue of this nature comprises 13% of the total General Fund budget. 1. Fpderai rants These types of grants include revenues of federal origin which are granted The grants include all to local governments. federally funded grant programs whether granted directly to the local government or administered by state agencies. An example of this type of Program. grant is the USDA Food 2. State Grants State Grants are funds which originate from state agencies. For accounting purposes where federal programs or grants are funded partially by the State, the portions of federal and state revenues are recorded separately. wF 3. Mate SharA�a Rev nnc�c These are revenues received by the State and proportionately shared with units of local government. Examples are Cigarette Taxes, State Revenue Sharing, and Local Gas Option Taxes. 4. ar QQ& Unites Contributions from other governmental units to be U used for the purpose specified comprise this category. These accounts do not include shared revenues or payments in lieu of taxes from local units or any revenues associated with services provided such as fire control or law enforcement. An example is the Convention Bureau contract with Dade County. 5. $hared Revenues from Oth r Local Unitc These monies represent revenues received by local units that are proportionately shared among them. Revenues recorded in this account should be substantially controlled by the local unit which levied the tax, and should be directly disbursed by the governing body of that local unit. An example of this type of revenue is County Occupational Licenses. 1.0920 XI i� D. Charases for Services Revenues derived from charges for services rendered by the City comprise this category. These funds comprise 7% of the total General Fund budget. 1. General Governments Revenues of this type reflect all monies resulting from charges for current services, excluding revenues of Intergovernmental Services Funds. These revenues include charges for services such as photographs, reports and ordinances. 2. Public Safety Revenues in this category include fees for police services, fire protection services, and emergency services. 3. Physical Environment Revenues from charges for services in this category include Cemetery Fees. 4. Recreation and Special Events Revenues from these types of services include fees for Park and Recreation activities and special events. 5. Other Charges for Services These revenues represent charges for services in all areas not specifically mentioned above. Examples are computer printouts, engineering services and public hearing fees. E. Fines and Forfeits This is revenue resulting from various types of violations. Total funds in these categories make up 2% of the General Fund budget. I. Fines These revenues represent monies received from penalties imposed for the commission of statutory offenses, violation of lawful administrative rules and regulations, and for neglect of official duty. Instances where fines are levied include confiscated property, pollution control violations, and court fees. .10920 XII 2. Forfeits Revenues resulting from confiscation of deposits or bonds held as performance guarantees comprise this category. F. Mjsce>>aneous Rev nue� Revenues from sources not otherwise discussed fall into this category which totals 2% of the General Fund budget. 1. Interest Earning This revenue includes all interest earned on investments, contracts and notes. 2. Qther Mi scei i �neous Rev 1111e4 Includes all revenues not specifically mentioned in this section, such as witness subpoenas and police witness fees. G. Nonreven Monies received by the City which are not additions to assets of the City as a whole, although they may be to the receiving fund, are termed "Nonrevenues.11 Nonrevenues total 16% of the City's General Fund budget. 1. rnterfLnd Transfers Transfers between individual funds of a governmental unit which are not repayable and are not considered charges for goods or services are called Interfund Transfers. These Interfund Transfers include balances of discontinued funds, but do not include general governmental contributions of capital to an enterprise type fund or payments made by an enterprise to a general government fund in support of its operation. 2. Contribution from Ente ri se pgFarai-; nn Contributions made by an enterprise of the government to its general operating funds comprise this category. DEBT ADMjHjB2unmrn*T The ratio of net bonded debt to assessed valuation and the amount of net bonded debt per capita are useful indicators of the City,s debt position to municipal management, ( k)f 0 10920 XIII i 1 residents and investors. Section 32 of the City Charter limits the General Obligation bonded debt of the City to 15% of the assessed valuation of all real and personal property located within the City limits. The City's outstanding General Obligation Bond debt is currently 2% of assessed valuation. Another indicator used to determine fiscal soundness is the City's bond rating and marketability of its bonds. Moody's and Standard and Poor's have rated the City's bonds Al and A+ respectively. These favorable ratings have made our bonds attractive to some of the largest and most prestigious financial institutions in the country. Good ratings coupled with good marketability has resulted in favorable interest rates for City bonds, which converts into millions of dollars in savings to the City taxpayers. CAPITAL IMPROV M NT PROGRAM The Capital Improvement Program (CIP) is an official ll` statement of public policy regarding long-range physical ! development in the City of Miami. A capital improvement is defined as a capital or "in kind" expenditure of $5,000 or more, resulting in the acquisition, improvement or addition to fixed assets in the form of land, buildings or improvements, and durable equipment with a life expectancy of at least three years. The Capital Improvement Program is a proposed funding schedule for six years, updated ; annually to add new projects, re -valuate program and project priorities and to revise recommendations to take account of new requirements and new sources of funding. The annual capital programing process provides the following benefits: 1. The CIP serves as a source of information about the City's physical development and capital expenditures. It also allows management to plan for future operating requirements to coincide with completed capital projects. 2. The CIP provides a mechanism for coordination among projects with respect to funding location and timing and ensures that the most crucial projects are developed first. I 3. The CIP is a tool for implementing Miami's I Comprehensive Plan. .I 4. The Capital Improvement Program is divided into seven major program areas. Each J P g program area is further broken down into functional categories, 10920 XIV r sixteen in total. Capital projects are classified according to the sixteen functional categories. The complete schedule of functional categories is Program areas and presented below. Genera GoVernmorit blic Safety Police Fire oc'al a d Icon, Om1C Envir0n,,,c„1- Housing Community Development Economic Development Parks and Recreation 1 ' c_Faci1; t-; es Stadiums Auditoriums Marinas Transportation Streets Parking f�] Mass Transit J Physical Environment Sanitary Sewers Storm Sewers Solid Waste 5. The Capital Improvement Program, is funded from five major revenue sources: A. Federal Grants: Federal grants may be only for the purposes used specified in Federal laws, such as community development. The amount of funding available from Federal grants is dictated by Federal priorities. B. State Grants: State grants may be used only for purposes defined by State laws. C. City Bonds: Two types of bonds may be used for capital improvements: (1) Revenue Bonds and (2) General Obligation Bonds. Revenue bonds are issued to finance revenue -producing facilities. The principal and interest payments on these loans are paid from the revenues of the facilities. Obligation Bonds, which must be a General City voters before the bonds can ber issued, finance specific capital improvement programs i. U. xv 10920 presented to the electorate, such as pubic safety, highways or storm sewers. D. Capita Improvement Funds: These funds are collected from current revenues produced by miscellaneous county or city taxes, fees, or from the operation of City of Miami facilities. E. Private Funds: This funding source includes any private funds as well as the dedication or sale of land for City capital facilities. City bonds provide the lion's share of CIP funding overall (68.4%). While the federal government provides a modest (6.7%), level of funding, the state funding level is minimal, only 1.6% of the program. Capital improvement funds, have been a significant source of funding for the program, accounting for 14.7% overall funding. Private funds and contributions account for 1.5% of the program. Miscellaneous funds account for 7.1% of overall funding. 6. Major emphasis is placed on maintaining and expanding the City's infrastructure. The greater effort is directed to public facilities, street improvement, park facilities, storm sewers, and sanitary sewers. The community redevelopment projects are designed to assist in neighborhood �'- revitalization and the expansion of the City's I economic base. Outlined below is a distribution of appropriations by major program area. Programs Physical Environment 26.0 Transportation 23.0 General Government 15.0 Parks & Recreation 10.0 Social and Econ. Envir. 10.0 Public Facilities 9.0 Public Safety 7.0 0.0 $ELATIONSHTp m0 THE AN tAr OPERAMn BU ^Fm Capital Improvement projects, especially the construction of new facilities which increase a significant impact the service levels, can have on Impacts can be both positive and annual Operating Budget. negative. By identifying the impacts in the capital process which occurs in the xvi 10020 winter, departments and the management team can address them and budget accordingly during the annual operating budget process which occurs in the late spring. Information regarding the impact of a project on the operating budget is required with each capital project request submitted. The impacts are analyzed for accuracy and completeness and are included in the proposed capital Improvement Program which will be reviewed by departments, management staff, the City Commission and citizens. Two recent examples of the impacts of capital improvement projects will more clearly illustrate how annual operating budget changes are precipitated by the capital planning process. The completion of two new Police Sub -stations necessitated the addition of Police Officers to staff the facilities. These positions along with supporting maintenance, operation, and equipment funding were added to the departments' annual operating budgets. Conversely, capital projects which replaced deteriorated sewer lines have dramatically decreased the complaints from citizens, judgements against the City, and the overtime required for emergency repairs. The savings from the reduction in emergency calls can then be applied to other operating programs or capital projects, and fewer judgments against the City produces savings in the Self Insurance Trust Fund. Special Programs and Accounts, is comprised of contributions to government/quasi governmental agencies; and private organizations. Emergency funding and special projects are also included in this budget. Accounts are closely monitored in order to comply with legislation as mandated by the City Commission. There are seven major categories within Special Programs and Accounts as follows: 1. Reserve for Employee Benefits Funding is used to pay for severance, unemployment and vacation benefits and for recognition of outstanding employees. 2. Special Services Funds are allocated for lobbyists, consultants, memberships, and external auditing fees. �002 XVII 3'Fixe Funding is set aside for the Cityes cash match for approved grants. 4. Int MA,. ,i yes The amount budgeted in this category is used to Pay maintenance and services equipment and real fOr property. City owned 5 • Coritri jLgt i g1 Is This category is established to contribute general fund support to other agencies. City departments and 6. Special Comm,nity proa amc These funds are used for beautification programs. 7• MiSCellar�o° c The final category, consists of funds set aside to take care of commitments the cit Commission during the course of d thebfiscal year; or commitments made in the prior year and carried forward. For those readers who have the need of additional financial information on the City of Miami, the Finance Department publishes a Comprehensive Report which provides fiscal Annual Financial funds- and account Year-end information on all he direct control of the City Commission,unde ortfor which theg legislative oversight responsibility. y has _J XVIII 10920 1 CITY OF MIAMI °� TABLE OF ORGANIZATION J RESIDENTS OF MIAMI CITY COMMISSION CITY CITY CIVIL DOWNTOWN MIAMI SPORTS oFF-STREET ATTORNEY CLERK SERVICE My MANAGER DEVELOPMENT & EXHIBITk7N PARKING BOARD AUTHORITY AUTHORITY AUTHORITY FIRE FINANCE BUDGET POLICE ASST. C.M. ASST. C.M. ASST. C.M. ;y ASST. C.M. ASST. C.M. PARKS, REC. COMMUNITY CONFERENCES PLANNING, AND PUBLIC DEVELOPMENT CONVENTIONS AND COMPUTERS BUILDING AND FACILITIES PUB. FAC. ZONING DEVELOPMENT INTERNAL PUBLIC WORKS AND AND GENERAL SERVICES/ HOUSING SOLID WASTE PERSONNEL MANAGEMENT 1092 XIX � Fi�y � T XART3' �tnrr�+ The following table shows the City's Total tax millages since 1962. Fiscal Total General Debt Year WIlage �1and Service 1961-62 ' ons Street -ink. Hydrant Service L;� Publi.ct_v 20.340 10.996 3.234 1962-63 20.340 11.454 3.100 .936 .366 1.191 2.504 1963-64 18.340 9.714 2.254 1964-65 18.240 3.213 .962 .517 •534 10.048 1.913 3.088 .352 1.264 .643 1965-66 18.240 10.600 1.913 1966-67 3.214 •923 .353 1.272 .643 15.790 1967-68 9.439 1.738 15.790 2.258 .703 .717 .293 .257 1.170 944 .340 9.507 1.882 1968-69 15.762 9.380 1.882 2.263 .526 .242 .980 .437 .390 1969-70 15.762 9.418 1.892 1969-71 2.460 2.400 .456 .223 .956 .405 14.865 1970-72 9.180 1.319 14.755 8.658 2.482 .511 .523 .174 .114 .972 .865 .405 2.232 1972-73 12.673 6.152 2.673 2.661 .480 -0` •304 .342 .420 . �1973=74 13.436 5.821 3.781 1974-75 2.779 2.892 .480 `p` -0- .404 10.880 4.959 2.311 1975 76 10.930 5.553 3.064 .503 .242 -0- -0- -0- -0- .439 2.311 1976-77 11.903 5.683 2.311 .374 -0- `0` .171 •171 1977-78 13.200 10.000 3.200 3.129 .541 _p_ -0- .239 1978-79 14.487 10.000 4.487 `0- `0- 1979-80 13.960 10.000 3.960 `0- -0- -0- -0- -p� Z980-81 11.987 9.036 2.951 -0- -0- -0- t' 1981-82 10.664 8.947 1.717 -p_ _p_ -p- -0- -0- 1982-83 10.729 9.061 1.668 -0- -0- -p- -0- -0- 1983-84 11.1238 9.5514 1.5724 -0- -0--0- 1984-85 11.9091 9.8571 2.0520 _p_ -0` 1985-86 11.9091 g• 8571 2.0520 `0` -0- -0- -0- 0 1986-87 12.2912 9.8400 2.4512 -p_ -0--0- 1987-88 11.8219 9.5995 2.2224 -0- -0-'0- 1988-89 11.9376 9.5995 2.3381 _p_ -0- -0- `0` -0- 1989-90 11.9376 9.5995 2.3381 -0- -0--0- 1990-91 11.9376 9.5995 2.3381 _p_ -0` -0- -0- -0- Estimated -0- -0- -0- -0- 1991-92 11.9303 9.5995 2.3308 The Metropolitan Dade County Property taxable value for the City of Miami A Appraiser advised the Ci that the effective is $11,173,078,751. This taxable value is cmgmsed of the following; Current Year taxable value of real for t rposes property Current Year �l lue of $ 9,949,805,397 personal ro for operating P PAY Purposes Current Year taxable value 1,216,089,843 of centrally assessed Property for operating pub Current Year effective taxable value ~� $ 11,173 078 751 { Aft' Providing. a reserve for early Payment discounts and uncollectable excluding exemptions, the net return tax and per mill for 1991-92 is $10,614,425.es, 1 10920 'yaiIyz5zly46,5196419851986198719881989199019911992 FISCAL YEAR NEW CONSTRUCTION AND GROWTH EFFECTIVE TAXABLE VALUE ' CONSTRUCTION GROWTH TREND 12 (000,000,000) 10 9 8 7 6 5 4 3 2 01 I , , 1 76 77 78 79 80 81 82 82 84 85 86 87 88 89 90 91 92 FISCAL YEAR 10 92 0 2 MITT AGE AND TAXABLE VALUE The City of Miami's Total millage rate is composed of two different mi.11ages. The Estimated 1991-92 rates are; Adopted Adopted Estimated Estimated 1990-91 1990-91 1991-92 1991-92 Appropriation Funds Millage Revenue Millage Revenue General Fund 9.5995 $ 98,442,454 9.5995 101,134,459 Debt Service 2,3381 24,329,778 2.3308 24,740,101 Total .93 6 $122,772,232 11.9303 125,874,560 Fiscal Year Value 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 1981 1980 1979 1978 1977 1976 1975 1974 1973 1972 1971 1 21 P 0 � CITY OF MIAMI EFFECTIVE TAXABLE VAIJJE Gross Taxable Value 15,799,240,152 15,363,853,067 14,964,927,767 14,575,179,232 13,941,050,000 13,541,798,072 12,724,093,399 11,965,329,751 11,245,285,508 10,456,008,323 9,445,320,714 7,759,597,179 5,352,064,223 4,996,888,855 4,814,918,142 4,709,876,152 4,524,401,581 4,168,281,130 3,282,000,127 2,973,619,262 2,793,456,879 2,587,843,449 3 Effective Taxable 11,173,078,751 10,792,152,378 10,533,383,819 10,241,649,788 9,806,818,522 9,487,610,939 9,231,416,905 8,894,728,375 8,391,053,546 7,738,386,779 7,211,463,891 6,058,127,660 4,316,508,947 3,984,105,976 31828,183,022 3,739,649,951 3,543,568,601 3,234,177,689 2,496,832,994 2,217,286,121 2,074,181,828 1,889,309,701 10020 REVENUE BY FUND GENERAL FUNn tt9nn X\ 47,4% TOTAL $422,437, 1 13 FISCAL YEAR 1991 - 92 10920 L FUND Taxes Licenses and Permits Intergoverim weal Revenue O arges for Services Fines and Forfeits Miscellaneous Revenues Nonrevenues Total GENII2AT, OBLIGATION BONDS Ad Valorem Requirements Assessment Liens Interest Delinquent Taxes Total TOTAL CITY GENERAL • OPERATIM REVENUES SE Z•. Admissions,- - r- funded fran other Funds Enterprise Fund deficits financed by the General Fund n. Transfers TOM OPERATING, UECIAL FUNDS INTERRAL SERVICE FUND TRIST AND- AQXCY FUNDS •._TUMMIE• UM • Hsi IE. * For ikf"'Jil purposes only Adopted Amended Estimated $113,583,186 $ 113,583,186 $ 116,298,797 41595,572 4,595,572 4,559,000 28,006,899 28,006,899 25,767,064 9,996,205 10,046,205 13,609,232 3,406,331 31406,331 3,150,000 4,070,258 4,620,258 4,103,254 $198,231,093 $ 213,831,093 $ 200,301,264 $ 24,329,778 $ 24,329,778 $ 24,740,101 344,730 344,730 572,450 500,000 500,000 450,550 439,593 439,593 -0- $ 25,614,101 $ 25,614,101 $ 25,763,101 $223,845,194 $ 239,445,194 $ 226,064,365 $ 40,991,557 $ 41,031,057 $ 42,504,866 $ 18,271,734 $ 18,271,734 $ 17,745,167 $(14,124, 920) $ (14,124, 92 LI $ (12, 739, 34 $ -0- $ (15,475,000) S -0- $268,983,565 $ 269,148,065 273,575,056 $ 4,428,302 $ 4,428,302 $ 4,432,021 $ 59,008,014 $ 59,008,014 $ 60,463,397 $ 18,861,794 $ 21,676,924 $ 20,461,483 $ 49,819,042 $ 49,819,042 $ 50,765,814 $ 16,159,888 $ 16,227,191 $ 16,074,081 10920 5 TOTAL REVENUE TRENDS TOTAL OP. SPCL. REV. INTRL, SVC TRUST & AGY REVENUE mm 9= 109ZO � GENERAL FUND REVENUE SUMMARY TAXES ($ 10020 7 I. A. A Valorem Taxes Taxes Real. - Current Taxes Personal - Current Taxes Real. - Delinquent - Taxes Personal - Delinquent Assessment Liens/Rangers Interest on Assessment Lien B. wise Fees FPL Franchise Gas Franchise Cable Franchise Subtotal Total Taxes II. LSCE�ISES AFID �'�nrtrr�c A. Professio 1 and pocupational Licenses Business Licenses Occupational License - Fee Contractors Occupational - Lic. Subtotal B. R�i1 i its Line Grade Survey C. armits Fireworks Assembly Explosive Permits Bench Permits Traffic Permit Fees Class "C" Permits Major Use Permits Subtotal Total Licenses and Permits 8 $ 87,106,123 $ 87,106,123 $ 90,044,298 11,336,331 11,336,331 11,090,161 1,600,000 1,600,000 800,000 227,050 227,050 200,000 300,000 300,000 288,000 -0- -0- 2,500 $ 12,428,232 $ 12,428,232 $ 13,178,574 172,950 172,950 45,264 412,500 _ 412.500 650,000 $ 13,013,682 $ 13,0131,682 $ 13,873,838 $113,583,186 $113,583,186 $116,298,797 $ 4,200,000 $ 4,200,000 $ 4,200,000 1,479 1,479 700 31,943 31,943 18,500 $ 4,233,422 $ 4,233,422 $ 4,219,200 $ 75,800 $ 75,800 $ 75,800 $ 1,500 $ 1,500 $ 2,000 7,000 7,000 17,000 1,500 1,500 500 90,000 90,000 144,500 46,350 46,350 30,000 40,000 40,000 40,000 100,000 100,000 30,000 $ 286,350 $ 286,350 $ 264,000 10920 �l k I Revenue Detail CcBtmarison by at%=- Adopted Amended 1990-91 1990-91 III.AL REVEME A. Federa? Grants US Dept. of Health USDA Food Program Subtotal. B. 5 Cigarette Tax - Two Cents State Revenue Sharing Mobile Home Licenses Beverage Licenses Half -Cent Sales Tax Local Option Gas Tax labor Mgt. Comm. Grant Subtotal $ 65,000 $ 65,000 $ 125,000 47,000 47,000 98,000 $ 112,000 $ 112,000 $ 223,000 $ 518,681 4,135,335 26,804 259,665 16,486,185 4,898,577 $26,325,247 C. Other Public Safety Fire Fighters Supp. Camp, $ 125,600 D. Shared Revenues frrnn other Local Unita Local Gout. Pmt. in Lieu of Taxes $ 122,903 County Occupational Licenses 859,749 $ 982,652 E.heayn�ents frown Local Units Training Revenue - Fire Metro -Dade Fire, Rescue Contr. Total Intergovernmental �y� Revenue IV. CHARGE r V SCV'$ A. Genara l GcNprrm Cmprehensive Plan Amend. Photos Reports Sale of Atalas - Planning Board H.C.B. Appearance Fee Subtotal 9 $ 518,681 $ 457,705 4,135,335 3,234,760 26,804 37,507 259,665 237,885 16,486,185 15,352,024 4,898,577 4,692,583 -0- 60,000 $26,325,247 $24,072,464 $ 125,600 $ 125,600 $ 122,903 $ 120,000 859,749 860,000 $ 982,652 $ 980,000 $ 90,000 $ 90,000 $ 90,000 371,400 $ 371,400 276,000 $ 461,400 $ 461,400 $ 366,000 $ 7,650 $ 7,650 $ 3,500 250 250 750 7,200 7,200 7,200 -0- -0- 20 1,725 �I,125 500 $ 16,225 $ 16,225 $ 11,970 10920 � FUND REVEN[1Fs ,v.� Rpyenue Detal Cr�m� ari --- by gateg= Adopted Amended Estimated 1990-91 1990-91 1991-92 B. 'extification Cbbv�g Reoon� gearch Plat Checks Lien Sear-ch Fee $ 40,000 210925 $ 40,000 21,925 $ 25,000 35,000 Subtotal $ 61,925 $ 61,925 $ 60,000 C. Qther C*n r% Got Charues and Fees Unclaimed Monies $ 150,271 $ 150,271 $ 200,000 Salvage -0- -0- 300 Service Charges 5,000 5,000 5,000 DRI/Master Plan Recovery 9,576 9,576 -0- DRI/Administration Fee 90975 $ 90975 -0- Subtotal _ $ 174,822 $ 174,822 $ 205,300 D. Public Safety Police Escort (Funeral) $ 49,686 $ 49,686 $ 50,000 Police Instr. Roster Reimb. 49110 49,110 17,000 Burglary and Alarm Ord. 345:111 345,111 325,000 Adm. Surcharge, Off -Duty 300,000 300,000 325,000 Police I.D. to DeparUpents 1,225 1,225 1,225 Towing Chiles 223,626 223,626 175,000 Interim Proprietary Fees 400,000 400,000 600,000 Subtotal $1,368,758 $1,368,758 $1,493,225 E. Fire Omtec ion Services : z Emergency Medical services $ 582 ,708 $ 582,708 $1,1160375 Subtotal $ 582,708 $ 582,708 $1,116,375 -+ F. Ptective Lrsoe^tion Fees Fire Flow Tests $ 12,000 $ 12,000 $ 25,000 Flammable Liquids 16,000 16,000 27,000 Standpipe Tests 1,200 1,200 2,380 Sprinkler System Inspection -0- -0- 35,000 land Use Renewal -0- -0- 100 Certificate of Use Renewals 1,348,535 1,348,535 2,020,000 Inspection Test Fees 10,000 10,000 60,000 Reinspection Fees 1,500 11500 4,000 Metro Dade Examiners Office 382 382 -0- Administrative Fee - Fire 9,120 91120 9,120 Administrative Fee - Self Insurance 20280 _ 20280 20280 Subtotal $1,401 017 � $1,401 017 , $2,184,880 , G. Oder hl i c Safety Cgs & Fees p' Pound Fees Tele= muunication Right -of -Way Fees $ 234,832 1571,422 $ 234,832 $ 160,000 157,422 157,422 $ 392,254 $ 392,254 $ 317,422 ,�• .�.-0 9 P- 10 J Revenue by Awry Adopted Amended Estimated 1990-91 1990-91 1991-92 H. physical E[1yLmnmAnt Cemetery I. Parking Facilities Parking Rental J. Hmgn Service Day Care Fees K. Culture - Recreation Rental Space Facility Class Fees Pools Admission Tennis Fees Light Lines Facility Rentals Rental - Karts Miscellaneous/Parks Subtotal L. CLther Chanxes for SP vices Other Services Charges & Fees Public Works Miscellaneous Covenant Fees Excavation Utilities Sidewalk Cats & Repair Photocopy Services Equipment Rental Miscellaneous Service Charges Engineering Services Cost Allocation Plan Sidewalk Cafe Permit Waterfront Improvement Permit Sale of Documents Plan Checking Fee Right -of -Way Use Permit Construction Services Subtotal Total Charges for Services FIlJES AND FOR�� A. Court cases Metro Dade County Court B. Other Fines and Forfeits School Crossing Guards Total Fines and Forfeits 11 $ 2,593 $ 2,593 $ 2,593 $ 90,000 $ 140,000 $ 150,000 $ 160,000 $ 160,000 $ 199,000 $ 4,959 $ 4,959 $ -0- 200 200 25 150 150 1,500 10,341 10,341 10,341 3,014 3,014 3,000 267,348 267,348 267,348 -0- -0- 1,000 -0- -0- 55 $ 286,012 $ 286,012 $ 283,269 $ -0- $ -0- $ 75 750 750 750 20,000 20,000 11,600 160,000 160,000 240,000 34,000 34,000 24,000 102,826 102,826 101,500 -0- -0- 70 -0- -0- 11000 4,500,000 4,500,000 5,622,606 100,000 100,000 403,797 60,000 60,000 80,000 7,000 7,000 9,800 50,000 50,000 65,000 416,315 416,315 265,000 9,000 9,000 10,000 -0- -0- 750,000 $5,459,891 $ 5,459,891 $ 7,585,198 $3,031,127 $ 31031,127 $3,000,000 $ 375,204 $ 375,204 $ 150,000 $3,406,331 $ 3,406,331 $3,150,000 10920 VI. Rw Revenue Detail Ccatroar;son by Ca�g Adopted Amended Estimated 1990-91 1990-91 1991-92 A Interest rnirem Interest on Investments Interest Income -Other Investment Administration Costs Subtotal B. Ot,�r Mi �11 a �, g,�eriue5 Concessions Utilities Rental Properties Sale of Equiprent Reimb. Lost Property Other Surplus Sale Rouse Miami Inc. Contribution Miscellaneous Revenues Police Witness Fees Jury Duty Fees Criminal Justice Institute Sub Total 'Fatal Miscellaneous Revenue A. Other Nonrevernies Salary Recovery Police Overtime Salary Refund Subtotal B. Contribution fy"M Snec-ial ue Enviromwntal Stormwater Sewer Public Service Taxes Transfer Planning Parks. and Recreation Subtotal $1,250,000 $ 11800,000 $ 1,2501000 364,712 364,712 450,000 120,000 120,000 120,000 $ 1,734,712 $ 2,284,712 $ 1,820,000 $ -0- $ -0- $ 100 -0- -0- 20,000 1,459,523 1,459,523 1,500,000 100 100 100 8,112 8,112 12,000 37,785 37,785 25,000 650,000 650,000 650,000 143,724 143,724 40,000 10,400 10,400 10,192 240 240 200 25,662 250662 25.662 $ 2,335,546 $ 2,335,546 $ 2,283,254 $ 4,070,258 $ 4,620,258 $ 4,103,254 $ 207,153 $ 207,153 $ 172,000 106,620 106,620 440.000 $ 313,773 $ 313,773 $ 612.000 4 F>,1 $ 1,700,000 $ 1,700,000 $ 2,100,000 21,180,990 21,180,990 22,302,376 108,039 108,039 -0- 200,000 200,000 -0- $ 23,189,029 $ 23,189,029 $24,402,376 10920 12 C. Cb riM�f-iah frran F'nto rnri c� Planning, Building & Zoning $ 550,0 Or��Guaranteed Entitlement btotal_ 2,000�oon $ 2,000550�000 $ 535,796 $ 2,550,000 2.000 OQO $ 2,550,000 $ 2,535,796 D. can =htion for TaW QW_a=" Wt Service Law Dept. Subtotal E• Collltr'ibution from M'ami Arnna Miami Arena F. Proceeds Tax Anticipation Notes G. Contr; h„f-ion/ik�ht- Contribution from G.O. Debt Svc. Debt Service/Telephone Franchise Debt Service/Guaranty Entitlement Subtotal H. Fund Balance I • Contribution from C. I . P. Total Nonrevenues TOTAL GENERAL RM 13 $ 300 000 4' 300 000 $ �5,000 $ 300,000 $ 300,000 $ 125,000 $ 300,000 $ 300,000 $ 300,000 $ -0- $15,000,000 $ _0_ $ 500,000 $ 500,000 $ 450,000 298,582 298,582 300,000 $_3, 72— 1.258 $ 3.72I _ 2-9Q —3--UI,2 3 $ 4,519,840 $ 4,519,840 $ 3,864 203 $ 1,400,000 $ 1,400,000 $ 974,542 $ 21000,000 $ 2,000,000 $ _0_ $ 34.572,642 $ 49,572,2 $ 32 813 927 $198,231 0$213.831 093 $200.301264 10020 ENTERPRISE FUND SUMMARY 10920 m CdiLII1L5 and Marina Marine Stadium Bobby Madura Miami Stadium Orange Bowl Stadium Dinner Key Marina Bayside Marina Subtotal r ENTERPRISE FUND SUMMARY FTSCAL YEAR 1991-92 Total Revenue zs_t rnato $ 203,800 $ 238,006 252,257 252,257 5,093,000 5,093,000 2,520,300 2,520,300 457,700 641,552 $ 8,527,057 $ 8,745,115 k Golf Cam= Melreese Golf Course Miami Springs Golf Course $ 7,446,04 $ 7,446 742 742,46 Subtotal $ 1,462,488 $ 1,462,488 Conferences, Conventions and Public Y Facilities $ 7,803,721 $11,846,080 Coconut Grave convention Center $ 919,290 $ 919,290 Government Center Par Garage $ 971,492 $ 1,716,900 r. Planning (Building and Zoning) $ 5,497,460 $ 5,497,460 s„ General Services Admin- and (Solid Waste) $ 17,192,358 $29,461,595 4ry Manuel Artime Cotrnmunity Center $ 131.000 $ 601,105 TOTAL $ 42,504,866 $60,250,033 Note: 1. Deficits totalling $4,787 767 are emented from a contribution from Utilities Service Taxies Note: 2. Deficits are supplemented from the General i 15 Surplus (licit) $ (34, 206) -0- -0- -0- (183,852) $ (218,058) $ -0- -0 $ -0- $ (4,042,359)1 $ -0- $ (745,408)1 $ -0- $(12,269,237)2 47 �05) 2, $(17,745,167) 10920 General Find Adopted 1990-91 Mayor Board of commissioner, $ 383,059 Office of the Ci Manager 682,544 City Clerk 1,113,587 Civil Service 865,595 CMputers 291,304 Finance 4,494,433 Inspection Services 3,189,308 I� Audit an 43,706,204 iaw 959,441 Budget 3,084,775 Paz'ks,Recreation and Public Facilities 1,376,148 Personnel Mara 10,743,003 (Planning), Building and Zoning1,872,377 Police1,540,488 Public works 82,000,000 Special Programs s and Accounts , _ 9 2,07373,274, 74 Total General Fund $198,231,093 General Obligation Bonds Total General Operating -25,614,101 - APPmpriations $223,845,194 Enterprise Ftw Conferences' Conventions and Pam• F'ac. Coconut Grove Convention Center $ 11, 594, 715 Marine Stadium 952,428 Bobby Maduro Miami Stadium 329,174 Orange Bowl Stadium 251,511 Melreese Golf Course 5,048,000 Miami. Springs Golf Course 779,721 Dinner Key Marina 819,586 Bayside Marina 2,511,013 Government Center Parking Garage Planning,(� 353 586, 060 nlding and Zoning) General Svcs. Admin. and (Soled m�Waste) Manuel Artime cu ity Center 5,9,621 , 469, 21 29,037,701 Total its apprise Funds less: Deficits _ 584408 $ 5,9,263,291 in �� iPpPropriated Program $(14,124,9 Fund 'Transfers Total Operating Appropriations Debt Service Fund Guaranteed Entitlement and Housing Revenue Bonds $ -0- $268,983,565 $ 4,428,302 16 Amended 1990-91 $ 383,059 682,544 1,113,587 865,595 291,304 4,494,433 3,189,308 43,706,204 959,441 3,084,775 1,376,148 10,793,003 1,872,377 1,540,488 82,000,000 12,855,553 44,623,274 $213,831,093 25,614,101 $239,445,194 $ 11,634,215 952,428 329,174 251,511 5,048,000 779,721 819,586 2,511,013 586,353 1,299,060 5,469,621 29,037,701 _ 584,408 $ 59,302,791 $(14,124,920) $(15,475,000) $269,148,065 $ 4,428,302 Estimated 1991-92 $ 383,059 682,544 1,113,587 1,033,045 292,017 4,348,765 2,951,211 45,255,933 1,003,934 3,020,980 1,361,100 10,540,725 1,886,634 1,553,568 88,733,220 12,739,723 23,401,219 $200,301,264 25,763,101 $226,064,365 $ 11,846,080 919,290 238,006 252,257 5,093,000 720,042 742,446 2,520,300 641,552 1,716,900 5,497,460 29,461,595 601,105 $ 60,250,033 $(12,739,342) $ -0- $273,575.056 $ 4, 432�021 10920 enue Rescue Services Development and Housing conservation Downtown Development Supplemental Fee Impact Fee Administration Environmental Storm Sewer Water Fund Cmmunity Development Block Grant Law Enforcement Training Fund Metro Dade Tourist Bed Tax Utility Service Tax Special Revenue Fund Total Special Revenue Funds Internal Service Funds ` CamT(unications Services Custodial Maintenance Fleet Management Print Shop Property Maintenance Purchasing Total Internal Service Funds Trust and Age.nW Funds Pension Self Insurance Southeast Over./Park W. Redevel. Trust Fund OMNI Tax Increment District Total Trust & Agency Funds *Authorities/�encies Downtown Development Authority Department of Off- Street Parking Miami Sports and Exhibition Authority Bayfront Park Management Trust Total * For Information Purposes Only 17 $ 2,150,273 $ 2,150,273 $ 2,134,653 9,551,194 9,551,194 9,328,532 19,551 19,551 46,959 53,000 53,000 36,000 6,250,000 6,250,000 6,100,000 11,081,000 11,081,000 12,613,000 295,500 295,500 215,000 1,460,000 1,460,000 1,460,000 28,147,�496 28,147,496 28529, 253 $ 59,098,014 $ 59,008,014 $60,463,397 $ 3,525,148 $ 3,525,148 $ 3,694,730 300,000 300,000 407,686 9,500,374 12,315,504 10,919,487 893,608 893,608 879,261 3,735,606 3,735,606 3,670,483 907,058 907,058 889,836 $ 24,301,007 $ 24,301,007 $24,301,007 22,659,189 22,659,189 23,692,942 1,445,012 1,445,012 1,341,052 1,413,834 1,413,834 1,430,813 $ 49,819,042 $ 49,819,042 $50,765,814 $ 1,526,580 $ 11593,883 $ 1,505,488 13,212,661 13,212,661 12,701,590 952,147 952,147 864,236 468,500 468,500 1,002,767 $ 16,159,888 $ 16,227,191 $16,074,081 10020 Personnel Services $ 145,310,193 $ 150,493,638 operating Expenses 23,476,645 26,013,622 Capital Outlay Alms AO, Quu,wLcu. $ 169, 207, 819 $ 176, 900, 045 Special. Program and Ac=mts 4IJ23 274 23, 403., 2i 9 Personnel Services operating EN:penses Capital Outlay Total Personnel Services Operating Mks Capital outlay Total $ 213,831,093 $ 200,301,264 $ 27,081,128 32,088,030 133, 33 $ 26,201,408 33,922,420 126,205 $ 60,2501,033 Amended 1990-9-I- Estima 1991-92 $ 9,479,323 $ 9,780,717 11,301,591 9,176,145 8g— 6 0 0 1,504,621 21 676,924 $ 20,4611,483 18 1i09-20 APPROPRIATIONS BY MAJOR OBJECT CODE ENTERPRISE FUNDS M4 INTERNAL SERVICE FUNDS potmmcL strwas 4" WMqlKCV0MQ"44AX KRW 7.4x TOTAL ALL FUNDS PERSONNEL SERVICES ea.4m FISCAL YEAR 1991 - 92 19 1991=92 f �'ROPOSED FOR USES C1IfIII? THAN GFNF'RAT nEERATnTG f Sourc7e/Descri x)ti ve Nam of Grant I I A. AWED GRANTS i U.S. DEPrl'. OF T4TAT[' p URBAN n P*rnpmrhrr i Cmmiunity Development Block Grant (17th Year) Rental Rehabilitation Program-1992 Section 8 Housing Grant iJ. S . DFUAR'1TI►F'�,*I' OF LABOR JTPA Older Worker (FY'92) .. Neighborhoods Jabs Program (FY'92) Intergovernmental Liaison (FY'92) j 3TPA/Dislocated Workers (FY'92) I JTPA,/Dislocated Workers Eastern Airlines (FY'92) 06/15/91 to Open $ 12,613,000 10/1/91 to 9/30/92 316,000 10/01/91 - 9/30/92 _2, 38,278 $ 15,267,278 07/01/91 to 06/30/92 $ 108,750 07/01/91 to 06/30/92 571,800 07/01/91 to 02/28/92 55,000 07/01/91 to 06/30/92 145,350 02/22/91 to 02/21/92 207,400 $ 1,088,300 Tom' APPROVED GRATIS $ 16, 355, 578 B. ANTICIPATID GRANTS YE,-a2Em FOR U. S . DEPA i'T' OF AGR aMMRE Summer Food Service for Children- 1992 6/92 to 9/30/92 $ 277,881 U. S . DEPA � OF LMD Summer Youth ' Emplayment Program - 1992 4/92 to 9/30/92 $ 453,058 Sam V" DISTRICT Surface Water Improvement and Management Projects To be determined $ 1,000,000 10920 20 G RY ED FOR USES OTI-MR THA AT nAF'RaTTnT� Sout�ce/t�ptive Name of Grant Total Grant �ntract i rr� A_ ARILIA DEPA r+ OF HEArM AND REHABILITATIVE SOMCEs Recreation Programs for the Mentally Retarded 07/01/91 to 6/30/92 $ 253,657 TOTAL ANTICIPATE D GRANTS NOT YET APPLIED FOR •�a gar :tag• �/ -109�o 22 CA AU�CX1DDrrmmCNS $ FC7NGT�[)TTAT CnmcrsnV 'llnctlonal Ca'teClOriT .. Estlmiatpr3 1991 -G7 A. General Government $ 5,238,000 B. Public Safety Fire $ 3,446,000 Poly' cue $ 5,361,000 C. Social. and Economic Environment Ec:oncMic Development Housing 25,700 -- 2a, 600 $ 718,300 D. Parks and Recreation $ 785,300 E. Public Facilities » Stadiums n $ 53,400 F. Transportation Streets Mass Transit $ 6,872,000 1,870,600 $ 8,742,600 G. Physical Environment Solid Waste $ 1,245,000 Sanitary Sewers Storm Sewers 7,203,900 10,152,300 $ 18,601,200 � TOTAL 39,499,800 Adopted Budget 1990-91 � L b�JND I Mayor Board of c=dssioners City Manager's Office `! City Clerk Civil Service Cmputers Finance Fire, Rescue and Inspection Svcs. Internal Audits and Reviews Law f Budget ��� tian and Public Fac. } I nagement (Planning) Building and Zoning Police Public Works Special Programs and Accounts TOTAL GEN RhL FUND SET AL O r rr_nmrON i i Cl�p't'mAI, FUND HIM FUND Conferences, Conventions and Pub. Fac. Coconut Grove Convention Center Marine Stadium Bobby Maduro Miami Stadium Orange Bowl Stadium Melreese Golf Course Miami Springs Golf Course Dinner Key Marina Bayside Marina Planning (Building and Zoning) General Svcs- Admin-and (Solid Waste) Manuel Artime CcmTunity Center TOr!'AL ENTII-PRISE FUNDS Difference Amended Estimated Between Budget Budget Estimated & 1990-91 _1991-92 _wed 10 10 10 -0- 16 16 16 -0- 17 17 17 -0- 12 12 12 -0- 4 4 4 -0- 50 52 51 (1) 63 63 63 -0- 707 725 725 -0- 17 17 17 -0- 45 46 46 -0- 19 19 19 -0- 148 147 144 (3) 29 34 34 -0- 24 25 24 (1) 1563 1559 1559 -0- 148 147 148 1 2876 2897 2893 (4) 8 8 9 1 3 3 2 (1) 17 17 17 -0- 5 5 5 -0- 2 2 1 (1) 2 2 2 -0- 15 14 14 -0- 6 6 6 -0- 3 3 4 1 14 15 12 (3) 2 2 3 1 89 94 95 1 432 429 429 -0- 7 —7 — Z 0 594 596 595 (1) 24 10920 1 SEECIAT, FVFTtriF FUND Rescue Services Develop wnt and Housing Conservation CamMity Developgnent Block Grant TOTAL SPECIAL REVENUE FUNDS rAT SERVICE FUND General Services Administration Director's Office CMMunications Services Fleet Management Print Shop Property Maintenance Purchasing TOTAL INTERNAL SERVICE FUNDS 907ST AND AGENCY FUNDS Pension Self Insurance '�IOTALL TRUST AGENCY FUNDS Ew { ^[AND jv1.C�J my E-STpJ..I.J EES Differenoe Adopted Amended Estimated --ween Budget.. Budget . _. 31 31 31 -0- 46 48 48 -0- Q 42- 36 W-. 119 121 115 (6) 10 11 11 -0- 20 20 20 -0- 93 99 99 -0- 13 13 13 -0- 51 53 53 -0- 1L 3-3- 13 -0- 198 209 209 0 1 1 1 -0- 31 32 32 -0- 32 33 33 -Q 3830 3867 1156 ML 25 10920 SUMMARY OF POSITIONS BY FUND 26 10920 FISCAL YEAR 1991 - 92 GENERAL FUND APPROPRIATION SUMMARY ($000,000) --� POLICE ($88.7) 44.3% e� .e� FIRE ($45.3) 22.67. SPECIAL PROGRAMS AND ACCOUNTS 23.4 1 FINANCE ($2.9) 1.4% COMPUTERS ($4.3) 2,1 % PARKS, RECREATION 9LIC FACILITIES ($10.5) 5.27. 'HERS ($12.5) 6.2% WULlk-, YVORKS ($12./) 6.3% .1 J TOTAL BUDGET $200,301,264 27 1 OFFICE OF THE MAYOR $383,059 DEpAF�IMF"NTAL aMGE ' AND POSITION ,� y Ametxied 8 `8 Amended 1 89-90 Adopted Amended 1990_- U 0`g1 1 P.onriel Services bperatitlgpg ` $ 359 127 $ 350,001 $ 350,001 $ 354;919 Cpita�Outlay 46 566 -0- 33,058 32,478. 27,,558 -0- 5$0 582 Total $ 4 g i 40,____5'693 383 059 $ 3 3,059 $ 383,d59 Positions 10: 10 10 10 DESCRIPTION The Mayor is the official head of the City of Miami, for all ceremonial purposes. He participates in the formulation of public policy as mandated b the Cit oin rder to meet commCity needs. The Mayor represents the ty at national �and eg'onal conferences for municipalities and maintains contact With all levels of g°V -nt in order to foster continued cooperation and COMmmication. DEPARIMENTAL POSITION TABLE Classification 1990-91 1991-92 ChgDge Receptionist/Clerk 2 Admin. Asst. C.C. 2 2 0 Special Aide i 0 Admin. Officer-C. C 5 1 0 Total 10 5 10 0 0 * This request is the same as the FY'91 amended budget. 10020 29 BOARD OF COMMISSIONERS ALL POSITION SUMMARY 1990-91 1991-92 CHANGE GENERAL FUND 16 16 0 COP�2ISSIONER DE YURRE COMMISSIONER ISSIONER DAWKINS 1990-91 1991-92 CHANGE 1990-91 1991-92 CHANGE GEN. FUND 4 4 0 GEN. FUND 4 4 0 COMMISSIONER ALONSO COMMISSIONER PLUrMER 1990-91 1991-92 CHANGE 1990-91 1991-92 CHANGE GEN. FUND 4 4 0 GEN. FUND 4 4 0 The Board of Commissioners consists of five Miami residents chosen through gn municipal elections. one of these Commissioners is the Mayor, who is electedeforaa four-year term, The other four members are also elected for four-year terms. It is ¢, the goal of the City Commission to provide policy direction for the implementation of Programs which are effective, efficient and responsive to the needs of the residents of Miami. The policy decisions made by the Commission are implemented by the City Manager. BUDGET HICEUCiTS * This request is the same as the Fy'91 amended budget, 10020 J 31 32 10920 BOARD OF COMMISSIONERS COMMISSIONER DE YURRE $170j636 I � y DIVISIONAL 1�AN'D`POSYTION - I Amred 2$89_ Amerxed Adopted 989�9 Att+,nded Ret�txtd 0- 1 9 = 1 K 1991 g2t P soSorvices hn CSeratitlg .. $ 164 429. r $ . `. 166, 3] 1 $ 14,886.`4,325,354' 164, 2$2 $ 163, Capita] Outlay 02Q- 7,325.; : 2, 000 7btal $ . ; 179.617 170, 636; $ 170 636 Pnsltions 4. 4 4 4 DIVISIONAL POSITION TABLE 1� Classification 1990-91 1991-92 Char _ e Admin. Asst. C.C. 1 1 0 Admin. Secty. I 1 1 0 Admin. Assist. Sr. General/Clerk C.C. 1 1 0 +� Total 1 4 1 0 4 [JDGET H CC.IGH'I5 B-------------------- * This request is the same as the FY'91 amended budget. i i 10920 33 J' 1 BOARD OF COMMISSIONERS COMMISSIONER DAWMS �- $170,636 n IVISIOXAL .DUDGEr- AND P0.5ITr0N ' Amended Amended Adopted Amendt�d Requested ' F 89-90 919 19901 - Pec�nnl S�xvices $ 152; pt 591 $ 151,805- $ ' 151,458 $ 155,024 �'apltal outlay 25,326 :18' 650 18`65b 14,0$ i 1 700 181 528 5 7 r. Ibtal x{ $ 179,6�7 $ 179,617 �$ 170, 636 $ 170: 636 4 4 4 4 DIVISIONAL POSITION TABLE Classification 1990-91 1991-92 Chanae Special Aide 1 Admin. Officer C.C. 1 2 0 Admire. Asst. Sr.C.C. 2 1 1 0 Total 4 0 - BUDGET H.IGHLIGi M * This request is the same as the Fy'91 amended budget. 10920 34 BOARD OF COP' nssIONERS CONMISSIONER PLUS $170,636 DIVISIONALBLiDGET AND P05ITION SAY" Amended 1988-gam �.9=89_0 `'adopted wed . Request sc5nhel Ices,$ rating E es 146 353 $ 1591628 230414 $ 93 16gr1$08.7 [tal Outl 5,850 0 48aY. , 1, 300 T:: $ i 70 636 $ 17p 636 $ 70. tons --�--, 4 4 4 4., DIVISION POSITION T LE Clas_tion Admin. Asst. C.C. Admin. Asst. Sr. C.C. Admin. Officer C.C. Total 990-91 1991-92 ChgM_ e 1 1 0 1 1 0 2 2 0 4 4 0 * This request is the same as the FYi91 amended budget. 10920 35 Office of the City Manager FY'92 Functional Cost ' FUNCTIONS �TmTON5 COST PERCENTAGE City Manager: Executive Management 2 $167,038 15 Administration 12 623,609 56 Agenda, Preparation and Grants Management 3 322,940 29 TOTAL 17 $1.113,587 100 i i 10920 36 i OFFICE OF THE CITY MANAGEk CITY MANAGER'S OFFICE $1,113,587 <` DivislwN LBUDCEr AND POSITION SUMMARY. ,t i i rT A1llelldedTiU2YKt'd Adopted Anrexided Requ 990 1 gg11, .: Fersonri ] Services $ 991�'877 $ 975, 741 . $; . 9,71, 54� $ 987, ` 177,120, 134;7 5 134,765 119 A Ca1tal=Outlay 3,200 3,081 7;281 { "fc�i al $ 1,175,2 ' $ 1,172,197 $ 1,113, 587 1,,�113 g 587 Post Ions 18 17 17 1'Z r ' DESCRIPTION 1 The City Manager, under Section 15, Volume 1 of the Charter, is responsible for the efficient administration of all departments. Section 16 further elaborates on the power and duties of the City Manager which gives him broad administrative authority to enforce the laws of the City; to appoint, remove or promote City employees under I his control; exercise ultimate control over City departments; and to inform and advise the City Coarmnission on all City affairs. I BUDGET HIGHLIGHTS J* This request is the same as the FY191 amended budget. J I j 11 10920 37 1 Office of the City Clerk FY192 FUNCTIONAL COST E[TNCTIONS POS _TTIONS - �� PERCEN'rA� City Clerk Administration 2 $237,600 23 Conduct of City Elections 2 361,566 35 Microfilm/Record Retention 2 123,965 12 Research and Special Proj. 6 309,914 30 Total 12 $1,033,045 100 PERFO MANCE INDTCATnRC * Generated revenue to the City in the amount of from election qualifying fees, and requests for duplication and/or0 certification of public documents. * Received, maintained and administered forms of Corporate Real Property, Statements of Real Property Owned, and Outside Employment forms, as required under State of Florida and Dade County requirements. * Researched and gleaned all pertinent documents requested by the City's bond counsel in connection with proposed sale offerings of City bonds. * Administered all required Oaths of Office of City officers; elected and/or appointed officials. * Maintained and efficiently administered of Lobb receipt Quarterly Reports of Expenditures yists� pursuant to Ordinance 10611. 10920 38 OFFICE OF THE CITY CLERK $1,033,045 DEPA DMAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1988-89 M9-90 1990-91 1�90-g1 1991 92 .,: Personnel,,"Services Pats $ 5641369, 617,912 $ 617,912 $ 592,999 Cap�ta].Out14'y 339,048 237,021 -0- 239,921 429384 , 10,662 7 762 ' 10,662 $ 7-0,617 $ 903,417 $ 865,595 $ 865,595 :$ 1,033,045 Positibns 12 12 12 12; DESCRIPTION The City Clerk serves as the official secretary for the City Commission. In this capacity, the City Clerk is responsible for: (1) maintaining documents necessary for the effective administration and operation of the City of Miami; (2) providing staff support to the Commission by recording the actions taken at its meetings; and (3) conducting City elections in accordance with administrative and legal requirements. The City Clerk also attests all contracts and legislation executed by the City and provides the public with information on Commission activities. SELECTED OBJECTIVES * To conduct an annual performance appraisal/file analysis of our newly -installed Lektriever filing system which incorporates a color -coded system for the storage of data. * 'Ib reduce the amount of computer down time during transcription of minutes, per Commission meeting, by improving standardization of procedures for transcribers, such as uniformity and standard format in the production of minutes. * To improve response time with respect to processing and filing of legislation; advertising, the publishing of ordinances, and the advertising of public notices through our computer -assisted functions. * To reduce total number of man-hours expended in the administration of lobbyists' reports of expenditures, pursuant to Ordinance 10611. * To implement a totally computerized retrieval system for microfilm records (using Imagelink technology) from previously earmarked Capital Improvement Project funds. * To develop a legislative action plan in furtherance of successful passage of CS/HB 155 (calling for establishment of a Municipal Clerk's Capital Equipment Modernization Trust Fund). BUDGET HIGHLIGHTS * This request is $167,450 or 19% more than the FY191 amended budget, primarily due to an increase in election requirements. * This department generates revenue of $3,500 to the General Fund. 10920 39 i Office of Civil Service FY192 FUNCTIONAL COST �JNG'T'TONS POSITIONS z ��� PERCENTAGF Civil Service Board Administration 4 $254,566 87 Judicial/Legislative and Personnel Admin. _37, 451 13 Total 4 292 O17- 100 PERFO MANGE INDICATOR i * Scheduled, attended and recorded 43 appeal hearings, 10 unsatisfactory service hearings, 15 employee ee 11 Board investigations of abuse of power in Cityvemployment.ance and i * Reported Board findings and recommendations to appropriate parties on 1 administrative hearing,43 hearings of a pp ' emploee grievance hearings, and 10 unsatisfactory service eratingal,5hearrings, 11 Board investigations of abuse of power in City employment. * Reviewed 300 applicant/employee/department inquires relative to Civil Service polices, practices, procedures, rules and regulations and Board actions. * Prepared and arranged for the service of 200 subpoenas witnesses in administrative hearings. issued to i j * Researched and prepared 40 investigative reports for review by the { Board. * Held 2 four-hour workshops on Civil Service functions for City Administration and staff members who oversee and/or supervise departmental personnel processes. * Scheduled, attended and recorded 32 Civil Service Board meetings. * Advised and made j recommendations requests. to the Board on 150 personnel * Advised the Department of Personnel Mana e f Potential Civil Service cases, g Tent on resolution of 28 i 40 10920 CIVIL SERVICE $292,017 DEPAPM04TAL BUDGET AND POSITION SUMMARY Amended Amended -�- 19g9-9p Adopted Afiended R�csted Personnel Seawides $ t31V E215 914 �x'raames , 244,677 $ 243,532 Ca 51,839 43 920 $ 252,5b1 plta] Outlay 3,807 44,479 37,818. 2;707 3,297 11698 'Ibtal Positions ;A 4 4 4• 4 =ti� I�ESCR217rr01� The Executive Secretary serves as the Chief Executive Officer for the Civil .- Board- In this capacity, the Executive Secretary Service administrative staff support to the Civil rv1Cee Board.; for: (1) providing maintaining agendas, minutes ��% (2) Preparing and information on Civil and official records of the Board; and (3) providing departit�ents, employees, and interested Board actions, policies, rules and regulations t4 parties. D OBJF.['mr��c * TO schedule, attend, Services Board during taril record approximately 36 to 52 meetings of the Civil * he fiscal year. s To research and Prepare 20 to 40 investigative reports for review by the Civil Service Board and 10 to 20 background * Chief Exam;rwr on employee compla investigative reports for review by the TO research and develop 3 to 6 proposed rule amPxnen� Procedures for review xhand consideration by the Board. � personnel policies, and * TO arrange and schedule 50 to 75 appearances such special consideration h fore the Board, individual or groin when Executive te requested in writing and approved by the * To Prepare 10 t02 Secretary. requests clarification of rules laws or legal opinions to the Special Counsel relative to and * To obtain 5 to 10 Policies involving personnel matters. TO hear' c1pleted Waivers of Pay and Emoluments relative to continuances ings of appeal (dismissals) during the fiscal year. y" * To conduct 12 to 18 four to eight hours workshops functions for 200 to 250 city on Civil Service Board's superv1Se dep�nts, peePnr lames ss tors and staff members who Oversee and/or 7h's request is * personnel services. more than FY'91 amended budget, due to an increase in 0 f.) 41 10920 i Department of Computers FY'92 FUNCTIONAL COST FUNCTIONS pQ$ITTnN� _.. COST MONTAGE i Administrative and Managerial 4 $328,543 8 Technical Services 5 465,140 11 Information Center 6 478,795 11 Systems and Programming 21 1,960,743 45 Computer Operations 1 115 544 l Total 51 $4,348,765 10Q PERFO MANCE INDrrnMES * Completed approximately 1,000 microcomputer Help Desk telephone resolutions, completed a _. visits, and forwarded approximately 400 microcomputer -related site related service requests approximately ltheel eneral 900 mServicesutDivisioer n hardware - related action. * Developed and implemented an automated scheduling system for the clinic function at Personnel Management. * Developed and implemented procedures for the Fire Department police Department, and other departments to download mainframe information to microcomputer -based DOS format to satisfy information requests from the state and other organizations. * Revised the automated (Forms Plus) city chase application to incorporate the changes made to r he City requisition Purchase Requisition form. Modified Fire Reporting and Dispatch Systems to capture at patient side arrival times. * Maintained 99% uptime for Public Safety applications. Processed 25,000 batch jobs with 99% turn around within 24 hours. 42 10920 _._ CONRITERS AL,L DIVISIONS $4,348,765 �► HrJI)GET' I�iND ia0S1'rlt7� S�iRy 19$$:�$Q Ameriecl Amex 1600CMi OPer taxlg Eatp s $; 3;676,164 $ 3 543 184 $, r945 3, 453, 743 k42 $ 3, 620, 01 pital Outlay 990,303 439 . �. Y0;130 1,026;;951 716,609 5 810: 13,.739 12,137 Z�tal5:623,404 'POSltl 'on" 57 50 $2 .. 51 meters is a centralized function which provides user services to all City depar�ofand agencies. Major responsibilities include Providing user' on the effective uses of the following: Mint information syste ; management control and ' services and infonaatioai; resource management of distribution of data base oMIUM ous 24 hoar ' facilities and terminal networks; �Y operations processing; and monitoring the City's Cable * �ls request is $145,668 or 3% is due to full _ than the Fy, 91 amended budget. This tease funding of positions offset by reductions in operating eaVenses• (Rent, Utilities, etc.) r (i t 43 10920 CCMPUTERS AEMMSTRATTON $304,252 Ihi, division Provides planning, management, technical direction, control of production, and administrative services for the Department of Otters. It liaises with other departments and vendors to assist in the planning and acquisition of new cmP*P-r systems. In addition, it develops and enforces standards and controls for the efficient, timely, and reliable Production of data processing information. ZUZQWIJQ�� TO Provide effective and efficient administration within the data processing and information services to all city departments. To manage and control all the Fiscal, Personnel, and Payroll records for the department. 7b maintain a secure physical environment in accordance with C C three DOC facilities at all t . FCI INCI regulations To coordinate all facilities service management at three DOC facilities. To Provide assistance to the City Manager and the City Commission to regulate the cable television licensee. improve subscriber cable TV reception. To reduce the number of cable TV customer slice C.Vlaint.. This request is $85,131 or 22% ikis primarily due to a reduction than the Fyiql amended budget. This decrease n personnel services costs. I : 0 92 0 44 1 This division serves the needs of the City of Miami for general-purpose information services. The division has the Coanputer Operations Section, the Data En and Production Control Section. try Section, Operations Police Building ons runs the acmgxZter inn at the J ding for both the central and police car�uters, The production Control Section coordinates with users' schedules for jobs in a central data processing operation. * To maintain an uPtime of 99 percent for all online applications 24 hours a day. µ� * TO provide 100 percent online scheduling to 4 � ensure Management Control of the camputer production priorities and reports, * To provide 24 hours or less turnaround on report and batch jobs. To ensure adequate supervisory coverage to effectively manage and control the * safety and the operational activities of the CoaWter Center, 'Ib maintain 24 hours a day Coa'Puter Operations Computerized Aided Di required to support the * Dispatch (CAD) for Police and Fire. 'Ib maintain 24 hours a day ccmputer Operations required to support Mobile Display Terminals (MDT) used in Police vehicles. * TO provide 24 hours a day Batch Ccup ter Operations required to process management y� information data for the City of Miami user departments, such as payroll, J Billings, Financial Statements, etc. * TO provide uninterrupted online access to a network of aver 800 online terminals. * Thductis io� 1es is $37,229 or 2% s than the Fy191 amended budget due to a operating expenses. 10920 45 CCMPUIERS INFOFMTION SERVICES $2,591,036 DIVISIONAL BLmGEr. AND PW rrION SLOOPIWI Amended Amended Adopbd 1990-91, 1990!491 Services 2,383,848 21265,898 $ 2,, 176,457 Opex-atinY ' Dire 356,992 3 43 886 424 .149. Outlay 10,130 51810.: :13739 7 2.- 6,028 56 2 . ...... 2� 6140344 —L4521i Q3 Positions 36 31 34 r1his division provides the planning, design, devielopwnt and maintenance of City user information processing system; plans initial user requirements and definitions and develops Preliminary estimates of develqmmt costs, including detailed systems specifications P�, testing Production of detailed user manuals and training the user; and maintaining the ongoing support of the user application systems. It also develops procedures and implements technical and management standards with regard to the data bases used by city departments. 19EUMMUMCME—S To work towards providing uniform methods, procedures, and standards for the identification, selection and developnent of all data processing systems. To assist the Police Department in developing a Management Information Reporting System. To implement the following modules of the Building and Zoning System: - Permitted inspections - Administrative boards - Liens To replace the current Farris Financial System with a General Fund Accounting system• r1b replace the Fixed Assets System to provide a better record keeping and access of assets, and to interact with the fund accounting and purchasing systems. To nPlanert an Irlvolce Tracking System that will Interact With the planned Fixed Assets and General Accounting systems. Th inPlement the Emergency Locator Module of the occupational Licensing System in the Accounts Receivable Property System (A.R.P.S.). 99MELHUMMUL This request is $23,308 or 1% Jess than the Fyvgl amended budget. This decrease is due principally to full funding of positions offset by reductions in operating expenses. (Rent, Utilities) 10920 46 ���MMIEISIRMV 17MF-T MTS, 11q.192-0, 47 I Department of Finance FY'92 FUNCTIONAL COST i FUNCTIONS POSrmTONS r i Administrative and ---� PERCENTAGE Managerial 2 $193,151 7 Accounts Payable 7 302,918 10 Accounts Receivable 7 326,812 11 General Ledger 11 448,556 15 Payroll 7 339,373 12 Collections 6 245,753 8 Investments 4 176,041 6 Licensing/Cert. of Use 13 602,655 20 Solid Waste Bill/Collec. 6 3151,952 Total fL !�2, 951, 211 PERFORMA 100 * Processed over 58,000 N[`F. I NDI CA TOR S invoice payments for goods. * Managed 57,000 Solid Waste accounts. * Processed over 80,000 License/Certificate of Use applications. * Processed over 222,000 Occupational License, Solid Waste fee, Certificate of Use, and assessment lieu payments. * Monitored over 750 general ledger financial projects. * Processed over 100,000 payroll checks annually. 10920 48 I J J The Departnent of Finance is responsible for record' for all receipts of Cinf, depositing, and accounting ty funds, wing Purchase orders and contracts; prooessirx 3 r""; receiving financial reports; and disbursing monies to vendors for services endered and cmnodities received by the City of Miami. Other activities include Mena a system of inventory;VrOvassessment administering the sale of delinquent local liens; maintaining payroll records and cbsbarsjng payroll '� checks to City employees; and keeping all records necessary for the preparation of expenditure reportst annual financial statements and bond issue statements. * This department generates revenues of $6,959,497 to the General Fund. * This request is $238,097 or 7% Less than the Fyvgl amended budget due to personnel services reductions. owt 10920 Zhi.s office develops departmental policy and provides overall direction and coordination of departmental activities. The Director's Office manages the Procurement and disbursement of public funds. It is also responsible for determining cash flow and fund balances, investing public funds, and issuing obligation bonds. Me Finance Director supervises the General Acoounting and Treasury Management. SST D QWB rIVES * Zb Produce timely and accurate financial information. * 'Ib work with the City Auditors on a Year round basis for the annual audit and Production of the City's annual financial report and to maintain the City's Certificate of Achievement for Excellence in Financial Reporting. * To maintain the City's credit ratings through sound fiscal Presentations to the rating agencies. policy and * To coordinate the planning, marketing, and preparation of all activities related to, bond sales. * To monitor outstanding debt issues to facilitate refund' savings to the City.s which will result in * To coordinate City enployee air travel arrangements by ensuring that the City receives the lowest available air fares. * To improve the City's collection process which will generate additional revenue from delinquent receipts. * This request is $5,175 or 3-% more than the FY'91 amended budget due to increases In personnel requirements. 50 10020 M.R UMQIFTICk1 This division is responsible for the mans funds. The division maintains Per management g and disbursesnexit of municipal general accounts and subsidiary ac=Mts of the City g verrm*nt, Prepares the City payroll, maintains payroll and deduction registers, Prqmres general financial statements. * To install a cmp terized records retention system and to cxeplete the physical reorganization of the records retention file rooms. * To Puce checks on a bi-weekly basis for approximately 4 000 PP Y , employees, pay all Payroll related liabilities in accordance with established regulation and ensure guidelines. that all employees receive an accurate W-2 statement in accordance with federal * To coordinate the audit and preparation of the Cmprehensive Annual Financial Report. * To supply the City Auditors with the first draft of the financial statements reports, schedules, and other required data in accordance with established time t� frames to adequately support the year end audit and preparation of annual financial statements. * To provide supervision, support and pr mote professional development through cross * training, workshops, and seminars for the Accounting Division. TO ensure that ao=-mtlq records are kept in accordance with Generally Accepted Amounting Principles in order to prepare financial statement that accurately reflect the financial position of the City. * This request is $187,472 or 12% w than the Fy#91 amended budget. This decrease is primarily due to a reduction in personnel requirements. 10920 51 ud� FINANCE TREASURY NJfAMAGEMERr $1,372,448 -DIVISIONAL EUDGET AND POSITION SUMKM& Amended Amended Adopted 1988-89 1990-91 1990-91 Requested ' 1991-92 1'Sery cues $ 1r1920764 $ 1,125,982. $ 1,125,982 '$ 1,081,707 �ting`E eases 343,282 2971166 2961266 286,741 :Al ..Outlay, 6,000 61000 ' 6,600 1j428,28 41000 "$. 1,372i448 ate' 1, 542 046 $ 1, 429.148 34 28 29 29 This division administers and manages the issuance of business licenses and collection of fees, franchise taxes, assessment liens and other revenues. The division is also responsible for recording the receipt and deposit of City funds and administering the Cash Management Program. * To maximize the average daily balance of invested funds. * To keep abreast of the umestment market on a daily basis, and to use prudent judgement in trading investments. * To increase collection of receivables and grants due to the City. * To consolidate revenue collection activities in the department currently being handled by other City * To continue implementation of departments. new accounts receivable system, in particular, Occupational Licenses, Certificate of Use and miscellaneous billings. * This request is $55,800 or 4% Jess than the FY°91 amended budget. This decrease is due to a reduction in personnel requirements. 10920 M THIS PAGE DELIBERATELY LEFT BLANK 10920 53 Department of Fire, Rescue and Inspection Servic es FY'92 FUNCTIONAL COST Administrative ands Managerial 15 $1,022,336 Dispatch/Communications 33 2,002,986 Emergency Fire Basic Life Support and Code Enforc. 483 In and Invest. 37 28,246,789 Management Svcs. and 2,327,516 Public Ed. Information 1 2 4 63 5 1 1,125,376 Emergency Advanced Life 3 Support services 108 7,345,484 Property, Equipment and 16 'Fleet Management 24 2,312,010 Training/Recruitment 5 $ 873 436 .._• Total -�. 725 $45.255 933_ 0 PERFouMn�T�r �.'DICA'r'ORS * Responded to 56,973 Fire/Rescue re * Placed two � laced calls. new 75 Quint apparatus giving aerial and pumping ap capability Qwith'4 and Quint 8) into service,. * in a single apparatus. Increased. the minority representation * 1n District 3 from 26% to 31%. Increased the minority representation in District 1 from 44% to 47%. ' * .Maintained a 3,5 .' 4.28 minute response time to all types of alarms. * Increased revenues in the Certificate � Of Use Program by over 50%. • 10920 54 l FIRE RESQM AND INSPECTION SL iCES ALL DIVISIONS $45,255,933 40,123,062 $40 0, 997$ 4 $4 2;8483, 2;, 66478 �3,7T776 ;28b4;263 2'7,774<, $ 43.706 04 S 43 706r204 45.2 'i24+5PT 700+7PT 718+7Pr 720 This department's primary responsibilities are the � prevention (which includes inspection Preservation of life and prnpetty co ial structures for confo of residential, industrial and Of fires rmanc a with fire coder.), control and quick suppression and provision of emergency medical, and rescue services. This department is also responsible for investigation of fires agencies in cases of suspected arson. � and assistance to law enforcement 9MMLEEGAzza * * 7h's request is 131is dePartYn x t generates revenue of $4, 200, 035 to the General Fund. $1,549,729 or 4$ more than the FY191 Personnel services amendedbtxlget primarily due duin ring FY'91)ncreaser. costs (full funding for 17 positions added * This department consists of 756 total positions funded from positions (which includes 31 Fire Rescue ivilian personnel. Special Revenue Fund) of which 665 are sworn and 91 are p 55 10920 FIL"S RESCUE AND INSPECTION SERVICES OFFICE OF THE CHIEF $2,147,712 biVi IC W BUDGET AND P06I'Tldd� SUNWY Amended Arided' Adapted, 19$8� 1989=90 1990-91 1990-91 Requested;: 1991�=92 _. '1,711,066 $ 1,702,950 $ 1,754,579 xit] y _ 682, 59$ 363 780': 360 `5�9 388, 495 3, 755� 1, 740 1 500 4; 638 $ 1,812,076 $: 1,905,976 $ 2,076,586 $ $ 211471712 2,064,979 28+6PT 26+7PT 26+7Pr 27+5PT Zhis office is responsible for the overall management and coordination of the deparhnent. Primary responsibility includes the devel opnex►t of policies, plans, programs, and budgets for the d _ apartment. This office is also responsible for the development of standards and methods to improve fire safety. SELECTED OBJECTIVE * To provide protection of life and property from the ravages of fire with rapid response (four minutes or less) of fire apparatus, properly manned, to suppress fires with the least amount of life loss and property damage throughout FY'92. * To provide rapid (in 4 minutes or less) pre -hospital Advanced Life �-y Medical Care and of the City Short until release to a physician for all citizens and visitors ty of Miami, who may beoomre acutely ill or accidentally injured throughout FY 92. * To provide Overall management and coordination of this d divisions and to insure that d apartment's eight throughout FY'92. epartmental objectives are met on a timely basis * To provide Fire, Rescue and Inspection Services to the Port of Miami Seaport Authorityaccording to the provisions of the current agreement for emergency *incidents throughout FY 92. To determine needs and key issues between ethnic groups and develop methods of mitigation throughout Fy'92. BUDGET HIGHLIGHTS * This request is $82,733 or 4% more than the FY'91 amended budget primarily due to an increase in personnel requirements and operating expenses. FIRE RESCUE AND INSPECTION SEF\ �!E5 FIRE COMMUNICATIONS $2,002,986 1�qSIONAt,.`}CJDSET AND •POSITION SU�N�'1AY2Y Am2rred Atnexx%d . Adopted Amended.Requested Personnel 5e�vices $ 1 6648-62 1 611 977 $ �... r $ r r 1 17 126 r.,6r $.1,684 304 r; at F 358,448 302,427 299,484 307,"806 , Capital-Outla�• 2G,;758 28,090 10j150 10,876 ..:.; i'otal " 1,760 646 ; 2;047;692 $ 1;942,494 $ $ 2,_Q0 ,986 1,926.,760. Fosltlons 33 33 34 33' DESCRIPTION This division provides emergency radio dispatch of fire and rescue companies and on - the -scene coordination of units through the Fire Operations Information Center (FOIL). The FOIC acts as a link between the alarm office, fire and rescue operating units, fire administration and other agencies. The City's Centrex System is also operated from within this division. SELECTED OBJECTIVES * To provide the necessary ongoing liaison between the Communications Division and all other interacting agencies throughout FY192. ;y * To provide Stress Awareness training for all Communications Division personnel to cope with the major changes taking place in the Alarm Office by the end of the fourth quarter of FY192. * To provide for a training supervisor to train newly hired dispatchers and provide for in-house and on -going training by the end of the first quarter of FY192. p * To complete the Emergency Operations Plan developed in FY188 by revision of existing sections as necessary and addition of sections when needed by the end of ti the fourth quarter of FY192. * To facilitate the inter -agency coordination and planning of a mass casualty response exercise involving multiple agencies and medical facilities by the end of the fourth quarter FY192. I* To coordinate a hurricane exercise for key City officials by the end of the third quarter of FY192. I t * This request is $76,226 or 4% more than the FY'91 amended budget primarily due to !I increases in personnel .service requirements. 0 J J 57 10920 Z'--•� RESCUE AND INSPECTION SERVICES FIREFIGHTING $28,244,241 DIVISIONAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amendedtequested 1988-89 1 89-90 - 0912 Services" Operating" me $ 28,094,477 $ 27,331,415 ,$ 27 051 140 $27,68$,882 .Exiles C:apztal" Outlay 410, 233 ` 5861895 S76, 7b5 551, 359 4,80.0 10000 t -0- $ 27,210,888 $ 28,509.510 $ 27,919 310 $ 27; ,8 $24244.241 Positions 500 476 483, 483 DESCRIPTION This division is primarily responsible for protection of life and property against the hazards of fire, explosion, and related perils through quick response and suppression. In addition to the traditional fire services, firefighters also provide emergency medical services. Personnel assigned to this division staff fire stations strategically located throughout Miami's 34 square miles. SELECTED OBJECTIVES * To provide and maintain an on -duty force of personnel and equipment to respond to * approximately 56,000 emergency incidents for fiscal year 1991-92. To inspect 11,372 multi -residential and business occupancies for Fire Code compliance by the end of the fourth quarter of FY192, and to develop a program by which the bulk of these inspections are turned over to the FPB by the end of the fourth quarter of FY192. * To inspect 900 commercial and multi -residential buildings for preplanning and development of tactical operations by the end of the fourth quarter of FY192. * To increase skills, knowledge and abilities for managing emergency operations and day-to-day management of the division and its resources by providing training through the National Fire Academy for 9 division personnel in the listed programs by the end of the fourth quarter of FY192. 2 - Strategic Analysis of Fire Department Operations 2 - Fire Service Leadership/communications 3 - Hazardous Materials Tactical considerations 2 - Interpersonal Dynamics in Fire Service Organizations * To provide the necessary specialized training for the Hazardous Materials responsibilities throughout FY192. BUDGET HIGHLIGHTS * This request is $616,396 or 2% more than the FY191 amended budget primarily due to increases in salary requirements. 4?. I.'. 58 10920 l 1 FIRE RESCUE AND INSPECTION SthvYCES FIRE GARAGE $2,312,010 This division provides service, repair and maintenance of mobile i puttipers, aerial ladders and rescue vehicles used in fire o equipment as responds to on -the -scene repair Aerations. The division emergencies to it and service fire apparatus on a 24- hour basis. In addition, all uniform and equipment specifications are developed in this division. .'� SET FYTF ri OBJECTIVES * To reduce the frequency and length preventive maintenance of apparatus downtime by providing frequent throughout F'Y 92. T Pumpers & Aerials: complete service every six months Rescues & Squads: Complete service every 4,000 miles * To reduce the frequency and 1 4..„� ength of self contained breathing apparatus dov,,ntime by providing preventive maintenance and service for each unit every six months throughout FY'92. * To reduce the possibility of catastrophic failure of firefighting Personnel Alert Safety stem (PASS) devices by providing preventive maintenance and service every * throughout FY'92. TO provide in-service (in-house and free dealership courses) training to Heavy Equipment Mechanics and Heavy Equipment Mechanic Helpers in maintenance and repair techniques on newer fire apparatus and related equipment throughout FY'92. * To assist in the planning and coordinating of agencies in obtain funding � granting applications with other obtaining fund' for the restoration and adaptive reuse of Old Fire Station No. 2 (1401 North Miami Avenue) throughout FY'92. * To develop and maintain a ccmrputerized inventory and re -order level program for all Firefighting equipment, medical supplies, office supplies, housekeeping supplies and automotive parts throughout FY'92. * To assist in the planning and coordination of Bio-Hazardous medical cleanup facilities at each fire station by the end of the fourth quarter of FY'92. J* This request is $155,576 or 7% more than the FY'91 amended budget primarily due to an increase in personnel requirements, Operating expenses and capital outlay. This division is composed of specially trained Firefighter/Paramedics who give emergency medical care to victims of fires, accidents, and sudden illnesses. Their ability to respond to emergencies within 4 minutes helps to save hundreds of lives each year and limits disabling injuries. The Firefighter/Paramedic uses a sophisticated telemetry system that provides for voice and EKG transmission via radio. * To maintain an on duty force of personnel equipped to respond and handle approximately 42,000 emergency medical incidents throughout FY'92. * Tb conduct a simulated mass casualty incident with (60) victims and provide training for personnel on the mass casualty incident by collaborating with the ,]MH School of Nursing, the Civic Center Disaster Committee and Dade County Mutual Aid by the end of the first quarter of FY192. * To recertify one hundred ten (110) paramedics in advanced cardiac life support by Providing the necessary training for Continuing Education Units by the end of the fourth quarter of FY'92. * To place in service ten (10) 12-lead EKG units in the field, which will enable Division personnel to better diagnose Acute Myocardial Infarctions at the scene and expedite definitive treatment at receiving hospitals by the end of the first quarter of FY'92. * To provide Advanced Life Support service at Station 11 by either providing an additional Rescue unit or upgrading the existing apparatus in the station to ALS capability by the end of the fourth quarter of FY'92. BLIDOM HIOLIGHTS * This request is $528,961 or 8% more than the FY191 amended budget primarily due to additional personnel requirements. f .t. Q "% r�. 060 FIRE RESCUE AND INSPECTION SEhv.XES -} FIRE FREVENITON BUREAU $2,327,516 bl"ViS1ONAL B bG$T AND POSi'TION uma Amended . Ampxided Adalted Amendo F qr steel ~24_ .24;L.290 91 1991 2 P rso el 'Services Operatxng:'e $ 2,495,3$9 2 $ ,218,360 $ 2,21$,429 .$ ,2,263,715 _ Capital Outlay 'Ibtal 43,527 59;128 1,870 11354 60,499 61,625 794 2,176 i S Positions DESCRIETION 20338, 52-r.278 842 S 37 37 2, 27 , 722 S 2 327y 16 36 3711­ This division's main responsibility is to reduce injuries, deaths and property loss ' caused by fire through strict enforcement of: (1) the City of Miami Code, Chapter 1.7 "Fire Protection;" (2) the Metro Fire Prevention Code 1440, Ordinance 66-31; and -1 (3) Florida Statute 633, "State Fire Marshal's Rules and Regulations." The Bureau J also shares responsibilities for enforcement of the South Florida Building Code, Zoning Ordinances, and State of Florida Department of Health and Rehabilitative Services rules and regulations. -! $QED OBJECTIVES * To use professional seminars, South Florida Fire Safety Association, National Fire Academy courses, and Miami -Dade Coamvinity College courses to maintain State certification and recertification of fire inspectors every three years throughout FY' 92 . n,! * To inspect and enforce the fire code in twenty-five thousand (25, 000) commercial and multi -residential buildings in the City of Miami by the end of the fourth quarter of FY' 92 . * To inspect all buildings under construction except single family residences and duplexes to determine if they have omplied with required codes prior to issuing a certificate of Occupancy throughout FY192. To provide an arson team which takes an aggressive approach to arson investigation by Providing three qualified, high level trained investigators on -call 24 hours Per day throughout FY' 92 . * To continue an aggressive approach towards the legal prosecution of persons found to be involved in suspicious fires or arson throughout FY192. * To provide ongoing training and education for the arson team members through workshops and seminars throughout FY'92. ELMM * This request is $47,794 or 2% more than the FY191 amended budget primarily due to increases in personnel requirements. J 10920 J 61 This division 1's responsible for imProving firefighting and rescue capability through frierme'imtmWmrte'sspikoWns,ical fitness 'n-servi0e and specialized training firefight" in the areas of maintains a library of books Ing, and other related functions. The division also manuals, films and other visual training aids. by conductto recruit classes of aPPrOxiMately 20 each (starting time determined FY'92, ts and City Manager approval) by the end of the fourth quarter of b Provide 12 weeks of fire fighter instruction for each recruit qualifying him or r to take the State Fire Fighter Certification test by the end of the fourth quarter of FY'92. To Provide five recruit fire fightersweeks of E�rlergencY Medical Technician training which will qualify test by the end of the fourth quarter Of FY'92. ca to take the State &MVeXY-y Medical Technician Certification To PrOvide One week of Fire code safety (Fire Prevention ) training for each requirement fpector by recruit which will meet the State end of the fourth quarter Of FY'92. or In -Service Cry Ins To Provide 16 hours of Rescue Diving raining to recruit fire fighters by the end of the fourth quarter Of FY'92. T TO Provide 8 hours of Sensitivity and cultural Awareness T fire fighter by the end of the raining to each recruit To Provide fourth quarter Of FY'92. all Firefighting Division officers with P Awarvness Training Of 16 hours by the end of the Refresher Hazardous Materials TO reduce the fourth quarter Of FY'92. number Of accidents by Providing a pro -active Defensive Driving Refresher course to all Department drivers by the end of the fourth quarter of FY.192. WPM-MMIGIM This request is $42,043 Or 5% more than the Fy,91 amended an increase in Personnel service requirements. budget Primarily due to 62 ko., 0 2 �O '-a Department of Internal Audits and Reviews FY192 FUNCTIONAL COST FUNCTIONS Administrative and Managerial Internal Audits Affirmative Action Total 3 $200,786 20 10 624,323 62 4 178,825 _11L 17 51,003,934 100 * Conducted a city-wide workforce utilization and review of employment procedures. * Completed data collection required to draft updated Affirmative Action Plan. * Reviewed 250 Certification Lists pursuant to the City Manager's Affirmative Action Hiring and Promotion Procedures. * Developed an approach to insure that audit staff members achieve the required number of Continuing Professional Education Credits (CPE) to comply with Government Auditing Standards (GAO). * Conducted 35 discrimination investigations rendering findings and recommendations. * Performed 81 audits in FY191 and recovered $455,271 of additional revenue to the City. Assisted in the review of internal control for the Moore Payroll/Personnel System. * Served as liaison to and provided clerical support for the Overtown Independent Review Panel and Affirmative Action Advisory Board. 10920 ��1 I J J i 10( 65 The Office of the Director establishes dental policy, coordinates the activities and sets the priorities of the Divisions of Internal Audits and Affirmative Action. 'This Division is also responsible for implementing the City's Consent Decree dated March 29, 1977; and the Director is designated as the City's Equal Employment Opportunity Officer. S OEUECrl'iVF� * To ensure the City of Miami's fiscal integrity and compliance with Civil Rights Legislation, Miami Code requirements, contract agreements administrative policies and Procedures. * To ensure the implementation of the City's Consent Decree and Affirmative Action Plan. * TO promote on -going professional development for all staff by providing training seminars and workshops. * To provide resources and administrative functions in support of each division's operation within the Department of Internal Audits & Reviews, and to encourage efficient and effective use of those entrusted resources. * lb fully integrate the use of computers in all departmental functions. ' HIC�tT TC„F�r$ * This request is $76,848 or 41% more than the Fy'91 amended budget. This increase is primarily due to full funding for a position transferred from Management Audits. 66 10020 _f INTERNAL AUDITS AND REVIEwa INTERNAL AUDIT $574,292 1 bVIS1C IQN 'StlMNPARY, 1Amendeydy " Att�erided Adapt Amerced 1. 2 it e4fi f' •JiL �. .:�.989-90 ���.. 1990-91 � Onne� sere �� operating Ex1,ses $ 524', 419 Pita] may, ` 35,264 29,081 33,1iT 262 6,U50 5 030 5,030`�j 615 q� $.-- 5 ':positions J 9 1010 , •10 The Division of Internal Audits conducts audits within all areas of the Citys financial activities. These include revenue, contractor ccOPliance, franchise and license, gran expenditure, lessee program an Perforntiance audit engagements. Thy lisp fiance, and program and to the City Code examinations establish the extent of ccariplianc:e authoritative sots Provisions as well as those of contractual ants a other * To Perform a total of 150 audits to determine the r� applicable City Code Sections and extent of ccet�liance with agreements; account' Cam% lessee, franchise, and license Policies and procedures and fiscal management guidelines; and administrative To implement cm'puter-assisted auditing in support of proper financial, and operation aspects of CityGov dingo �°�� of and deterrence of fraud waste ermnent, safeguarding of City assets, * � and abuse. of To enhance data confidence by selectively applying internal controls testing to base m1mputers stems housed on the City s mainframe, and where applicable, * To attain 100 percent cmpliance, in that all audit reports issued meet govermnent auditing standards, * This request is $41,199 or 7% less than the FY'91 amended budget. This decrease 1 is due to a reduction in personnel requirements. 10920 67 INTERNAL AUDITS AND REVIEWS AFFIRMATIVE ACTION $164,315 r`9 The Affirmative Action Division is responsible for implementing the Affirmative Action Plan adopted by the City Commission on January 11, 1978. This Division also ensures coinplianoe with federal regulations pertaining to employment, rights of minorities, women and the handicapped. Investigation and resolution of grievances alleging discrimination are also assigned responsibilities. The Division administers the provisions of the Consent Decree and provides training that reinforce equal employment opportunity. It also provides all support services for the Affirmative Action Advisory Board, and is assigned the responsibility of monitoring the achievement of goals established in the Minority and Women Business Affairs and Procurement Ordinance. To develop a city-wide awareness of the Affirmative Action Plan update goals, objectives and timetables. To develop a city-wide agenda in support of the Affirmative Action Plan priorities for FY'92. To develop and implement a comprehensive communications system in support of the Affirmative Action Plan which includes training, education and printed documents. To monitor implementation of recommendations derived from the updated Affirmative Action Plan. To investigate 35 discrimination complaints filed with the Affirmative Action Division. To review an estimated 200 certification lists for compliance with the affirmative action hiring and promotion goals. To provide one conference for management and supervisory employees and approximately 200 on fair employment practices to include race, sex, age and handicap. * This request is $8,844 or 6% more than the FY'91 amended budget. This increase is primarilx,due to an increase in personnel requirements. 68 10920 Department of Law i FY192 FUNCTIONAL COST F�ZNCTIONS POSITIONS Administrative and COST Managerial 8 $422 937 i Legislation 2 120,839 Police Legal 4 302,098 Litigation 11 815,665 Commercial/Real Property i 12 906,294 Labor/Civil Svc./Wk Comp. 453 147 Total 4� $3,020,980 PERCENTAGE 14 4 , 10 27 30 15 100 pERFORNANCF INDICATORS * Defended approximately 66 Worker's Compensation claims. * Prepared over 100 ordinances and 500 resolutions. i * Reviewed over 700 contracts and leases for City Commission action. * Prepared over 1,100 pieces of legislation and reviewed over 600 agreements and contracts. .i I s .a i0920 70 LAW $3,020,980 PAi tM'AL BUDGET AND POSITION SiINKM Amended ' Amended Adopted Amended Requested lqu290.1990-91 1990-91 1991" Services $ 2,674,442 $ 20506,822 $ 2,506,822 $ 2t780,198 Operating, 585,768 511,953 511,953` 225:782 cpi�a] .,out 71,000 66,000 66,000 15,000 "al $ Positions 3,1, 670 $ 3, 33 210_ 3,084,775 $ 3, 084, 775, 020980 50 45 46 46 She City Attorney, appointed by the City commission, is the chief legal officer of the City. In this capacity, the City Attorney serves as the legal advisor to the T City Cmmdssion, City Manager, Department Directors and residents' boards established by the charter. The City Attorney also provides legal representation for the City ..� and its agents in their official capacity in all matters of litigation and provides specialized legal counsel in specific areas such as planning and zoning. SAD * OB.TECrIYES To inprove/attorney client relations with client agencies and departments. * To increase standardization of pleading forms such as jury instructions and motions. J J * To integrate the use of Law Clerks into preparation of trials. * To decrease outside counsel in area of labor law and increase ability of Assistant City Attorneys to handle labor arbitrations. * To prepare over 100 ordinances and 500 resolutions. * To review approximately 700 contracts and leases for use of City facilities and procurements of goods and services. * To defend approximately 66 worker's compensation claims. * To prepare approximately 200 disciplinary letters relating to employee discipline, some resulting in hearings before the Civil Service Board. * To prepare over 1,100 pieces of legislation and review aver 600 agreements and contracts. * To respond to numerous written and oral inquiries from the public. WET UGMGHTS * This request is $63,795 or 2% less than the FY191 amended budget, primarily due to a reduction in operating expenses (rent, parking). * This department generates revenue of $125,000 to the General FWId. 10920 71 ,-� Department of Budget FY192 FUNCTIONAL COST FUNCTIONS POSITIONS COST PERCENTAGE Administrative and and Managerial 2 $136,110 10 Formulating, Coord. and Evaluating Budget 8 556,719 41 ..Budget Monitoring and Projection 5 364,425 27 Revenue/Management 4 303,846 _22- Total ]- $1, 361, 100 �00 PERFORMANCE INDICATORS * Received the Government Finance Officers Association's Award for Distinguished Budget Presentation. * Prepared legislative items amending the annual appropriation ordinance relative to revenue and expense adjustments. * Allocated over 17,000 hours for preparing annual revenue and expenditure projections. * Spent over 4,160 hours updating and maintaining the position control system. * Spent over 22,280 hours on the budget development process. * _Assisted the Departments of Computers, Finance, and Personnel with the implementation of the Moore System. * Prepared 9 monthly revenue analysis for the General Fund. Amended Requester 19,�0-91 1991 1,182549 170,239 23,360 The Dqparbnent of Budget is evaluation of the City responsible for the formulation, preparation and evaluating of tY budget. It Provides budgetary control current and forecastingof through constant major responsibilities includefiscal operations for all funds. The appropriations monitoring all legislation authorizing wide � its verification of the availability of funds; Position control through the verification and Priding city - Authorization Forms (PAR); the monitoring and forecasting Processing °f Position revenue receipts; identifying Potential new �g of actual and projected action to obtain these 5O of revenue and taking appropriate Bpi �rovement revenues; participating in the developanent of the six year Program and the annual capital budget; undertaking w and budgetary studies as requested by the City Cwmnission and/or city special fiscal 4:� * TO Pyre and distribute a * TO develop and monitor budget estimate for FY'93 by July 31, 1992. dual budgets. monthly expenditure Projections to forecast the status of TO Prepare monthly �f for analysis to insure timely budget data city-wide. * TO analyze each proposed se the Budget Manual for FY193 by the end of the first quarter. have on the Ci l capitalprogram to determine the long-term impact it will To establish a FYS92t� budget. To devel eP'tmental targeted savings plan by March of'1992. * oP a 5 year ci * To continue to atnd side e' penditure forecasting Plan by March of 1992 . * and revise the Revenue Manual for all city-wide funds. To develop monthly revenue projections. &JDG�'P r�r T�Frr * This request is $15,048 Tess than the Fy,91 amendedbudget. ln�eases are offset by reductions in operating expssenPersonnel services F;r k 73 10920 Department bt Parks, Recreation and Public Facilities FY192 FUNCTIONAL COST ACTIONS Administrative and Managerial f Day Care Handicapped Parks Maintenance Oper. Recreational Programs Total 14 $506,312 5 4 496,816 5 4 189,734 2 76 5,755,103 54 4-5- 3,592,760 _aA- 144 $10,540,725 100 * Provided organized recreational programs for over 21,000 Miami residents. * Mowed and maintained in excess of 3,000 acres of City owned parks per year. * Pruned and cared for 1,560 trees located in City owned parks. * Staffed and operated ten City swimming pools. * Continued implementing, nine formal recreational programs for the physically disabled. * Provided and staffed seven City Child Day Care and Pre -School Centers. * Cared for and maintained the City's historic cemetery. 74 10920 P111 RECMTION AND MUZC FACIln".s OFFICE OF THE Dnm=R $506,312 DWISTOML WDMT AND POSITION SEPMRY AtnrrieAdopted 1286 ja9 Amended P, Vested be r hel Slery 2940122 390,850 44 AY 115,176 89,,201 90 408j065 `dal7,0oo 3,682, ,,201 13,682 84 p965 1306821 17 14 14 14 7h'-3 office of the Director is primarily responsible coordination Of funding, for the overall manageMent and for all City parks, 901 PrOgl�, Planner, design, construction and maintenance Programs for the handicap f Courses I Marinas, day care and pre-school centers , and ped. wA=w—QTerm `mac - I TO effectively Oversee the administration of all city of Miami Parks and to strive TO o prs0sV1isdteanhde best Maintained Parks Possible within available resources. advise the Public Works Department regarding the development of 01rtis Park Sports Omplex and the renovation of Rol Clemente Park. To aftiniStei the City-wide Neighborhood Parks R�novation the rrprovemmt proj - which are in excess Of $17,000,000 iurrovmmt funds' I Programs capital and are available for parks ects; and do so in close cooperation with the Parks Advisory Board, park usersp ne residents and other involved City departments. To prepare and submit Federal or Foundation imr=fthree (3) grant application requests for State, funds. 1110 maintain this Departmeant's success in securing Private sector support for t City's Adopt -a -Park Program beyond the FY191 level. h This request is $11,579 Or 2% more than the FY'91 amended budget. This increase is due primarily to the reallocation of administrative costs. 76 10920 ,ARKS, RECREATION AND RMUC FA( CEMEIERY $76,576 D11 ONAL BUDMT AND MON SM269Y Mended. Ame ed '. Adopted -AmbMed PjaqUestedil 01 -90 t9i 1990,W91-- !goo 43#'013 44t367 36 4, 7, 1991-92 132 Ya..E 11,444 11 444, 11,444 , 11 444 Capital' Outlay . -0- 0 - 'tbta 04.,AU 87 55,811 $ 658811 5° 16 516. DESCRIPTION This division is responsible for day-to-day maintenance of the City's cemetery located at 1800 N.E. 2nd Avenue. This responsibility includes mowing, trimming, and general upkeep as well as coordinating all provisions for internment. P'; SELECIED OBJECTIVES * To perform general landscape maintenance in the cemetery (10 acres). * To handle approximately 15 interyments/disinterrmients per year. * Th maintain clerical records on 10,165 grave sites. a * This request is $20,765 or 37% more than the FY191 amended budget, primarily due to an increase in personnel services. (Temporary Salaries) I I J PAR RECREATION AND PUBLIC FACILI'I'jL C 11D DAY CARE $496,816 11"s�sn�fei SetiViCe,9471, tu�g'xpetses 391 rv...+i $ 471,91 $ 3$ . Capital Outlay 139, 210 6247 148, 240 148,'40 1 8,572 8,572 693,940 $ 628, 203 $ 628, 203 $ 49i P+cssitlons 7+10PT . 5+8Fi. 5 LESCRI TION This division is responsible for providing day care in seven City operated child care centers for children between six weeks and five years of age. The City of Miami Child Day Care Program provides a protective setting for its participants for the Purpose of personal care; Promotion of social health and emotional well-being through opportunities for =Vanionship; self -education; and other satisfying leisure time activities. The following three pre-school and four day care centers will operate between the hours of 7:00 A.M. to 5:30 P.M., Monday through Friday (Shenandoah, Moore Park, Eaton, Lemon City, Douglas, Grapeland and West Enid Park). MEO�� * To participate in the USDA Child Care Food Program. * To provide developmental infant and group Child Care services for children, ages six weeks to five years in seven City operated Child Care Centers. * Tb provide Education Testing for participating children. * To effectively operate seven (7) City Child Care Centers. * To provide developmental activities in Pre -Reading, Pre -Math, Art, Science and Music. * To schedule vision, hearing and speech testing through the Florida Developmental lau7linJ Resource Center for all 3-5 years old. * Tb maintain appropriate child/adult ratios; 1:5 infants, 1:10 Pre -School. * This request is $131,387 or 21% less L_ than the FY'91 amended budget. This decrease is primarily due to a reduction in positions from the 1991 Adopted Budget. 78 10920 i'AP, RECREATION AND PUBLIC FAQ -'�TIES OPERATIONS $5,360,836 DIUISZ, BUDGET AND' • 1osY'ri6N -44 Si]N�ARY tended Adopted Amer�dded 1gg-i F1ene1 Services $ 31108 35b a $ 2 y 949,107 $ ` 2, 949,107 2,135 7 $2;868.430 P tal outlay `b58 2,552,316 �2,551,316 2,489,503, 2,903 2;903 2 903 Total Pod „� 1 77 71 76 75 4�PI'ION This division is This includes responsible for the daily maintenance of Over 2,500 acres of general maintenance of 102 specific park land. grounds, Police headquarters and many other' P�lic ar ks' 17 Fire stations, City Ball O TFrmn7�c * To provide daily maintenance of over 3,000 acres of maintenance of no l"011sicthaenadloo ',includ'City Hall grounds, o Pak Properties, specific parks, 12 Firerestati lquarters, etc. � Provide effective design and level of such responsibilities aso�nt of all City parks including and upkeep of physical facilities. Mowing, removal of trash and debris, planting of� bs * To utilize outside contracts when and where cost-effective, for maintaining certain Park Properties and to monitor those selected to * To review crew insure good results. Providing stationary services, by: monitoring district mobile crew effectiveness, when services, and ensuring sufficient backup needed for unforeseen or special events, support is available * To ensure the Depatis . meets established maintenanck inspections program results in improved safety and * Tb Provide year-round main s rements for all parks. beach facilities. e and upkiBep of picnic grounds, trails and other * TO collect at least $90,000 in revenues for Virginia Key Beach park Summer usage. �.�' HIG(iT TINT * This request is $142,490 or 3-W 1 Utilities) due to n� the e�• budget. This decrease is reductions (Contractual Services, 79 10920 This division is responsible for the development, or ganization and administration of the City's recreation program for the general public. The division provides a wide range of leisure activities to City residents, primarily through the day -today recreational activities in the parks. These activities include special programs to accanwdate youth, the handicapped and senior citizens in the areas of music, sports, ass and crafts, and specialized seasonal activities. * To operate all ten (10) city swimming pools during the summer pool season; two 2 Of which operate on a year-round basis. ( ) * To offer aquatic programs to no less than 1,500 Youths involved in the summer Participants, including 900 plus * To exparrl exist' round program. �g Yam' youth leagues from five (5) sports and one hundred - fifty (150) teams, to seven (7) sports and more than one hundred -seventy (170) teams. * Toleveincase sir Youth Participation by ten percent (10%) over the FY191 . * To develop new adult cultural activities thereby increasing participation Pint (5�) over the FY'91 level. by five * To expand participation in the After School program participation by ten percent (10%) over the FY191 level. * To increase Sumner Camp enrollment by five percent (5%) over the FY'91 level. * Th1.s request is $32,172 or 1-% Iggs than the FY'91 amended Primarily due to additional costs for budget. This decrease is operating Personnel. services offset by reductions in Yng expenses. (Contractual Services) 80 10920 HANDICAPPED $189,734 DIVISIONAL WD T AND POSITION SUMMARY Amended Amended Adopted Amended Reque�•t�d 1988-89 1989-90 1990-91_ 1990-91 100�-k �A�ar�;otanel 5etvioes $ 200,088 $ 4 161,923 $ 161,923 $ 174, 021 `14,167 Capital Outlay ; 838 -0- 4,838 1,546 4, 838 11546 1,546 Total 5155,167 T-204,926 $ 168.307 S 1680307 S 189,734 Positions CESCRIPTION 6 4 4 4 The City of Miami, Department of Parks, Recreation and Public Facilities, Programs for the Handicapped began providing recreational services for the disabled in 1973. The primary function of the programs for the handicapped is to provide equal access to the ecmwnity based recreational opportunities and experiences for all disabled citizens residing in Miami. The ultimate goal is to provide the disabled citizen with the skills, confidence and knowledge necessary to participate in cc mn mity recreation Program, throughout Miami. * Tb continue to serve as the City's Liaison for ensuring couplianee with all federal and state legislation regarding accessibility as well as other laws affecting the disabled. * To continue to implement an average of nine recreational programs for the Physically disabled. * To continue providing weekly recreational programs for the physically disabled; serving between 8 to 12 participants during each activity. * To continue implementing the "Pride In Miami Parks" Adopt -A -Park project; making Presentations to no less than 5 corporate groups in seeking financial support for the Handicapped Division in an effort to generate no less than $5,000. * To coordinate and implement the Fifth Annual City of Miami (Edward James Olmos) Golf Classic for no less than 124 golfers and 2 major sponsorships thus obtaining financial support for the programs in an effort to generate no less than $15,000. FET HIGHLIGHTS * This request is $21,427 or 13% more than the FY191 amended budget. This increase is primarily due to additional personnel services and operating expenses. 81 10920 Department of Personnel Management FY192 FUNCTIONAL COST Administrative and Managerial 5 $194,847 i 10 Applicant Processing 2 62,423 3 Classification and Pay 4 281,708 � 15 Medical 1 41,141 2 Records Maintenance 5 220,721 1 12 Recruitment and Selection 4 283,139 15 Test Validation 6 350,419 19 Training 2 71,154 4 Labor Relations 5 381,082 Total 3-4- $1,886,634 l00 PERFORMANCE INDICATORS * Revised the City's employment application in order entry into the to facilitate data Moore Personnel System and provide means by which to systematically code skills of applications. This make applicant tracking possible. was necessary to * Trained new clerical staff in department of Personnel Management on use of Moore Payroll/Personnel System to facilitate the application data. data entry of * Provided assistance in the design of the City's function. automated medical Coordinated the City-wide modified Hiring Program. Reorganized the support services division of the Department of Fire, Rescue and Inspection Services. * Revised the job specifications of all classifications regarding the new commercial drivers licensing requirement. * Processed approximately 1,963 personnel action Requisition for Employee forms. requests and 363 * Administered Police Sergeant examination to 284 activity resulted candidates. This in an eligible register with 117 names. 82 .0920 1 I 1 PERSONNEL MANAGEMEW $1,886,634 DMARIMWAL BUDM AND POSSTION SIJMN1Ai2Y Amended Amended Adopted $ = AmetYied R�q�ie 2Q .199Q=91 1990-51 Services t.E $ 1,443,938 $ 1,574,115 $ 1,569,115 $ 1,719JS 3 ta] 'outlay 236,618 280,058 -284,658 150j1 19,284 18,204 18,004 1.54 -• . Positions WS IffiON 29 29 377 34 The Department of Personnel Management is responsible for: (1) administering and managing the City of Miami, quarter and Code of Laws as it relates to employee Personnel transactions and benefits; (2) maintaining employment histories and Personnel pt edata files; and (3) recruiting, prp��ning, testing and referring Y employees. This department coordinates its activities with the Civil Service Board and formulates its policies and p lureS in accordance with the Board's rules and regulations. The department is also responsible for the administration of the City Safety Policy. D OBJE�IES * To conduct and participate in 68 private and public sector wage and benefits market pricing surveys to maintain or adjust the pay structure in an equitable and competitive manner. * To assure that 370 class specifications comply with Fair Labor Standards and E.E.O.C. employment requirements and Americans with Disabilities Act. * To administer and coordinate the City's Service Awards employees. and ceremony for 600 * To coordinate drug testing Program for approximately 2,700 prospective and current City employees to ensure a drug free workforce pursuant to City Commission policy. * To Process approximately 1,200 documents for City line of duty injuries or employees returning to work froutt * To screen and assign skill codesto7,000 job applications. KMQ T H 2RLG 1'.I'S * This request is $14,257 or 1% more than the Fy'91 amended in personnel costs offset budget due to increases to Dupont Plaza.' reductions in operating expenses because of the move 83 10920 Department of Planning, Building and Zoning Planning Division FY'92 FUNCTIONAL COST IIJNCTIONS ppS%'TTpNS COST pERCEN'i'AGE Administrative and Managerial 3 $241,565 15 Hearing Boards 1 43,692 3 Planning Data and Analysis 3 213,472 14 General Planning 7 564,920 36 Support Services 8 355,838 23 Zoning Code Administration 2 134, 81 Total 2-4- $1,553, 68 100 PRFORM�Nc�F INDrrmm9ua I * Prepared an Omnibus Comprehensive Plan revision to provide flexibility for development within the City. p ide more Initiated a review of the Master Zoning Ordinance to further simplify zoning in the City while keeping p g it consistent with the Miami Comprehensive Neighborhood Plan 1989-2000. This effort involved meetings and public hearings before the community, Planning Advisory Board, and City Commission. i * Coordinated the 1991 Census effort of the City of Miami. I * Initiated a zoning study in the Edgewater area resulting in zoning changes for 50% of the properties. * Prepared and monitored Permits and Developmentseoflopment Orders Regional Impactor three Major Use Special i * Monitored growth and development of the City through the Concurrency Management process. 10920 84 I 1 l 1 a i i PLANNING, BUILDING .AND ZONIW Planning $1,553,568 DIVISIONAL BUDGET AND ppSiTTON SUNy Amended 1�88-82 1Agg� 0Adopted Amended 1MAL �eqtyesed Plnne7 Services $ 1,485,063 Operating Eq$ 1,398,553 $ 1,398 553 $ 1,430,605 P�ta1 Outla 120,350 1 Y 25�910 119,935 119,935 9T 505 r 22,000 22000 25;458 Total Positions 26 24 25 24 •pry• •� • The function of this division is to development and redevelopment. Provide policy guidance for Miami's fixture rndations on private Specific activities include; (1� Paring the petitions for rezoning, variances, and conditional uses to Zoning Z ordinance; (2) preparing rations for review by the �! Board, Plano' ry BoarCi, arm Herita a Co Plat and subdivision records and verifying plat staonnsetus;rvationn Board; (3) maintaining Physical, social, and economic data on Miami; and 5 ()collecting and analyzing Capital Improvement Element (� preparing and amending the City's 2000. (�) of the Miami Comprehensive Neighborhood Plan 1989- SAD OST 9M?1 *TO Provide land -use controls for the future development and redevelopment of the * To Provide the most accurate, detailed information and anal sOclo'econamic characteristics and land use, ysis on City Population, * TO revitalize neighborhoods * To Create basic devel t dough physical and economic development planning, and private applications innthe CCity. and gel management policies to guide public * To Prepare Downtown Design Standards * upon adoption of the Downtown Master Plan. To Prepare a CaYnPrehensive * To monitor the Brickell growth management Plan for the Miami River, Promenade Plan. am-GEI' HI—QMM TS * This request is $13, 080 or Personnel service increases. * It is estimated that this General Fund. 1% more than the FY191 amended budget primarily due to department will generate revenue of $77,020 for the 10920 1 85 Department of Police �. FY'92 FUNCTIONAL COST FUNCTIONS POSITIONS COST PERCENTAGE Administrative and Managerial 11 $ 702,749 1 Office of Professional Compliance 4 281,359 - Media Relations 6 312,331 - Inspections 4 211,954 - Criminal Investigation Division 3 193,217 - Criminal Investigation Section 126 6,896,609 8 -- Special Investigation Section 45 2,483,399 3 Internal Affairs Section 39 2,184,583 3 Investigative Support Section 63 Field Operations 3 3,528,280 4 Task Force 44 163,193 2,473,027 - 3 Patrol Central 216 12,744,489 14 Patrol North District 167 9,655,878 11 Patrol South District 210 12,231,136 14 Field Support Section 194 11,202,767 13 Community Relations 50 2,926,119 3 Administration Division 5 311,398 - Communications Section 114 6,297,016 7 Support Services Section 63 3,598,538 4 Personnel Resource Mgt. 111 5,942,437 7 Property Resource Mgt. 56 2,992,174 3 Business Management Section 25 1,400,567 -2- Total 1559 PERFORMANCE $ 88.733,.220 100 INDICATORS * Answered 719,987 incoming telephone requests (emergency and non - emergency) for police service. * Deployed an average of 136 marked zone units city. a day throughout the * Conducted 291 Crime Prevention presentations to concerned citizens. * Conducted 891 Drug Prevention presentations in City of Miami public schools. * Cleared 72% of all reported Homicides. * Cleared 69% of all reported Sexual Battery cases. * Conducted 4,425 Dlirected patrols targeting problem areas, resulting in 1,435 felony arrests, 2,992 misdemeanor arrests and 5,263 public contaaats . * Arrested 4,264 offenders for Part I, Part II offenses and local ordinances. _.. * Issued 87,849 summonses for traffic offenses. 86 io320 I J 10920 D OaT�ernrr * To prepare all policy statements. * To meet with necessary departmental personnel and/or groups to ensure the developanent of and compliance with existing policies. * To make personal arppeararlCeS groups and individuals �oughout the crmununity and meet with private/public * regarding law enforcement issues. To Provide staff representatives to various private and public se -tor functions/meetings. * To coordinate responses to issues of concern regarding the provision of law enforcement services. IIIc_�.r�rrc . y * This request is $140,847 or 12% 19ga- than the F'Y191 amended budget primarily due to reductions in Personnel Service requirements. 109P0 88 he-.v POLICE OPERATIONS $610805,780 DIVYSiONAL' S[JDGE'I' AND POSITION. SUMMARY At�encled Amended Adopted, Amended, R,�que 1988-89 2Q 1990-�. Seawioes $;54,654,885 $ 57,577,196 $ 57,577;796 $60,4E Operating 741,723 741,723 741,723 1, Capital 01ay -0- -0- 0 Total $ 54 J95,3_ $ 55 396,608 $ $61;Sf 58,319�,519 $_58;319R519 Pooeitiohs 1102 1102 1102 1 a a I DESCRIPTION This division provides the following services: general police patrol, rescue, traffic enforcement and control, investigation of crimes, special patrol units, and a conummity relations program. * To respond to over 850 of all calls for Police service within allotted time criteria. * To identify and apprehend over 17,400 felony and over 25,000 misdemeanor offenders through Directed Patrol Activities, responding to calls for service and preventive patrol. * To arrest in excess of 1,671 D.U.I. offenders. * To plan, staff, and evaluate 75 major special events, including parades, festivals, stadium events, and races. * To utilize crime analysis information to conduct over 6,800 directed Patrol activities. * To contact several hundred residents and businesses in an attempt to increase involvement in crime watch activities. * To organize, revitalize, or restructure three hundred (300) business or residential crime watches in an effort to increase participation in our Crime Watch Programs. * To conduct three hundred and forty (340) residential or business security surveys in an effort to remove or reduce the crime risk. * To establish and maintain monthly contacts with seventy-five (75) Crisis Response Team Members in order that they may deal with potentially volatile issues which may cause unrest. * This request is $3,486,261 or 6% more than the FY191 amended budget as a result of increases in Worker's Compensation and property liability payments, overtime Payments, and full funding for accelerated hiring of sworn personnel. 89 10920 This division provides the following services for the Police Department: (1) the Processing of all employee records and personnel transactions; (2) the preparation and daily maintenance of all financial records as well as provision of technical assistance to units of operation in budget preparation; (3) the design and implementation of training programs to assist in the repression and prevention of crime; (4) the maintenance of all cmrPuter reporting system to achieve effective commmications both internally and externally; (5) the drafting of City ordinances and resolutions; and (6) the development of public awareness programs. * To ccuplete 500 background investigation files on applicants to fill budgetated vacancies. * To process 25,000 property receipts listing all property entering the Property Unit. * To dispose of a total of 2,700 items of property by destruction, auction, in the case of money, bank deposits, per year. * To prods over 1,500 Annual Evaluation Reports (Avg. 125/month). * To answer 90% of all (approximately half a million) incoming 911 phone calls within 10 seconds of the call initiation. * To ensure that 100 percent of Police vehicles receive preventive maintenance within thirty days of each vehicle's due date. * To process 20,000 packages of property for confiscation as authorized by the State Attorney's disposition forms. * To process 321,893 incidents requiring police service as results of citizen requests. * To dispatch 247,608 incidents resulting from citizens requests for police service to field units. * To dispatch all (approximately 136,324) incidents of self initiated police activity by field units and provide the required support services. * To issue 1,800 uniform shirts to departmental personnel. * This request is $3,387,806 or 15% more than the FY'91 amended budget, due to salary and fringe benefit increases and Internal Service charges. (Police Fleet) 90 10020 'IRIS PAGE DELIBERATELY LEFT BLANK 10 9 2 c 91 Department of Public Works FY192 FUNCTIONAL COST FO�TTTnT�*� COST Administrative and ,�FRCE�*TAG Managerial 15 $909,537 7 Construction/Admin. 6 429,098 3 Surveys 10 592,253 4 Inspections 17 931,050 8 Contracting Services 4 177,343 1 Civil Engineering 17 963,732 8 Operations/Admin. 5 367,833 3 Operations/Sidewalk and Tree Trimming 16 945,538 7 Operations/Street and i Right of Way Maint. 31 1,236,959 10 Operations/Stormwater j Maintenance ! 16 1,273,547 10 Architectural Engineering 11 j 757,833 6 Street Lighting = --4_ 555, 000 _33 Total 148 1 39 23 i PERFORMANCE rNDTrATnu� * Processed 31775 requests from citizens for service. Checked 3,000 building plans. * Issued 1,300 utility excavation permits. * Resurfaced 2 _ miles of streets. * Replaced 3,400 flags of sidewalk. * Prepared 110 Deeds for Right-of-way dedication. * Pruned 7,000 trees. m Mowed 360 acres of parkways on a regular basis. Replaced 2,100 defective tiles * ;I on Flagler Street. Cleaned 62,000 storm drainage inlets and 20 miles of * Staked 14,000 feet sto for Line and Grade. rm sewers. 10920 92 PUBMC WORKS ALL DIVISIONS $12,739,723 DEPBUDGET, POSxnak -91 WSB 051 71614,589 014 t8-6 6 841 04 A::V i7 8 .6 067 829 715 6 82 13 540� 5 87L 11250, . ..... , 7-7 7 ..26 3 4 02. Positions 167 148 :147, . 4 The Department of all capital of Public Works , is responsible for the planning, design and inspecti Improvements on construction, rights" -of -way. street lighting maintenance Of streets, drains Additionally', this department implements and administers system. and public the Is City J i I gates revenues Of $14,084,161 to the General RU-4 nlis depu supports its' FY192 operating budget. which This request is $115,830 or 1% less than the Fyj reductions in 91 amended budget, primarily due to personnel services capital outlay., offset by increases in operating expenses and 93 10920 PUBLIC WORM OFFICE OF um DmE=R $598,925 DMSIQNAt M'DdM ADD PQ'3Y'1i0N _ SMfFi C Amended 3909 -L Adopted90-91 � Request SeYvi0es ring Ems . . $ 313,408 $ 439,522 $ 426,637 $ 487,316 a] Otitl �y 111,157 120,033 1190713 d5� pg'. 6,940 6,750.6, S 750 ions 9 566.an5 9 9 10 'This office is responsible for the overall planning and coordination for the Public Works D'�t• To accomplish this function, the Office of the Director: (1) Promulgates rules and regulations, establishes minimum standards construction, improvement and oversees the repair of streets, sidewalks, pertaito ning sewers and Public places; and (2) establishes standards and controls the design,amends, Publishes and enforces minimum works under the authority construction, of the Director, improvement and repair of all public estab * To le sh, Promulgate and enforce rules and regulations governing construct * public right-of-way. ion To establish up-to-date standards for design and construction. * To maintain state-of-the-art procedures for the maintenance of streets, bridges and sewers at minimum cost, * To design and/or construct approximately 28 worth $11,915,500; approximately 2 Highway Section ciao Projects Section projects, approximately 29 Environmental y projects worth $17, 200, 000, and * To Press special assessments for Engineering ringestiSectioonated Projunt ects Worth 0$29, 870, 000. * To continue to improve office management, cost accounting, and print reproduction services, and coordination of personnel' duplicating ns for designed by the department, outside consultants and for other d tepartments. projects * This request is $45,825 or 8% more than the Fy'91 amendedbudget irx:rsases a result of primarily due to in Personnel services as divisions, position transfers between i 94 10.2O 'w..l This {.N+ maintenanceio� prides: (1) control k within and regulation for any construction or coordination and public ri9htsrof-way in the City: (2 wy SLIveYs _ supervision of City contracts on public )Pec:tion, �rdihates and supervises eering ices. The Contracts I improvements; (3) land nearly all construction work done lion (responsibility for Projects under �' r PreOonstruction meet' with the scheduling and hold' ng I the cMIpleted proj� with the expiration of all guarantees relating a )• The Routine Inspection section is � to regulation and control of all work within the responsible for the for work done under contract for the t Public rights -of -way of the City except City or by City forces. 9= OBJECTIVES * TO continue efforts to reduce by 2%, the construction time on projects by: a- Reducing contractor delays b ccglies on our highwa y obtaining better cooperation frown utility b. Reducing Cit -� Y projects; Reducing C of the ed rdelays to the contractors by achieving better c• Reducing the additional time the instruction Division required for extra work and Changes work by w,� more authority in permitting * To continue to ch work. the pin and reduce the amount of extra work, or es * th continue � pecifications during the design phase. in work by reviewing more kriawl reduce the cost of extra work or changes * TO contir uee ale actions by the proj inspectors in work by earlier and . contractors. drove the quality of surface restoration by utilities' * This request is $29 991 or 2, more than the FY'91 amended budget due to increases in f Personnel services, operating axE)en,ses and capital outlay. 95 10920 The Primary responsibilities of this division are: (1) to provide civil, structural, mechanical, and electrical design for the City,s capital improvement projects; (2) to Provide engineering and design services for highway and sidewalk, sewer and storm drain improvements; (3) to establish and maintain records of all profile grades required for public rights -of -way; and (4) to administer the street lighting system. This division also processes subdivision improvements required for record plats, Processes applications for waterfront improvements, acquires needed public rights -of - Way, and processes the specifications and bidding requirements for all capital improvements proj ects . * To provide full width development, including drainage and landscaping, for the City's 662 miles of streets. * To ccuplete sanitary sewer construction plans for the remaining 10 . of area within the city square miles * y presently served by septic tanks. To provide storm drainage protection for all City maintained streets in accordance with City's Comprehensive Storm Drainage Master Plan. * To Prepare storm drainage construction plans for 6.0 miles of City maintained streets in areas of critical need, separate and apart from streets designated for street rebuilding. * To construct $6,000,000 worth of storm drainage improvements. * To issue 800 underground utility permits generating $240,000 in fees. KMMMJMGffJGMS * This request is $4,307,177 less than the FY191 amended budget due to the transfer Of Street Lighting costs from this division to the operations division. 1CDw�w0 PUBLIC WORKS OPERATIONS - GENERA,L, $6,764,887 DIViSTONAL MMGE2 AND POSII'ION MMMARY . Anix�ded Amended Adopted Amended 2_24_ 1990-91 1990-91 Requested 199],=_ Pew Servicoes Operating ExperLses $ 1,995,970 $ ' r $ 2 187 702 2 191 761 $ 1,702,822' �.'apita7 may 752,880 796,604 796,989 5,057,565 3,200 1 40500 4500 4,50d Piositions r r , 993.250 $� �+` 6 x mt, 87 61 53 53 53 ,. DES M!ION To provide the leadership and direction to accomplish a work program that will keep the City s streets, bridges and storm sewers in good repair. To maintenance of streets, sidewalks and fixed bridges. To maintain all lstorm sewersde , � ' gutters' cent parkways and certain landscaped areas on municipal streets. To maintain and continually check one hundred ninety-five (195) fixed street -end barricades located at canals, the bay, railroad crossings and dead end streets. To maintain and place approximately 400 portable barricades of various any hazardous condition that occurs within the types adjacent to Public rights -of -way. WUK OHTEr'T'IVES * To reduce pavement failures in streets and alleys by resurfacing pavement as needed. * To Prune some 8,000 trees to clear vision obstructions Private p growth of trees aver Property, remove coconuts or seed pods and hazardous limbs from public rights- of -way, and clear sidewalk and streets of trees that are downed by storm. * To mow grass and other growth in isolated center Planters, along State roads, City maintained by aparkway, around barricades, the equivalent of 500 acres annually. fit' ls canaand alleys for * 7b respond to 2,400 or more requests made b filling potholes, placing fill Y property for such items as grading parkways, trimming trees, cleaning storm sewers, mowing parkways, and recovering articles lost or dropped in storm inlets. * To reduce potential flooding by cleaning 28 miles of storm sewer lines and local drainage structures of accumulated debris each year. * To clear storm sewer inlet grates of debris accumulated on the surface before it enters storm sewer four times a year for a total of 50,000 inlets each year. * TO respond to 700 or more requests for service for such items as cleaning storm sewers, grading side parkways, to replacing broken or storm castings. JAI' HT fGHTS j * This request is $3,771,637 more than the FYv91 amended budget primarily due to the transfer of street lighting costs from the Design Division to the Operations Division and salary reductions are the result of the lit funding ' betweeen this division and the gtormwester Utility division.of positions 97 10920 PUBLIC WORKS ST0FNQTER UTILITY $2,038,937 , DIVISIOM �CJDGIEI' AND POSi'1'i0N' I, 'Amended2Amended �IIdcpt1 Ati.r�iidiQed Paglles/ted �ersonr�e] ery oes ,.. $ 1,322,271 $ 1,308,404 $ 1,30$,404 $1,736,723 crgpita]. ckzt] ay .401,454 385i739 386;639 b1,214 <. 2,400,------------ AOb��1011S : `. 32 31 31 31; I�ESCRIPTI(�1 This division provides a schedule for rates, a Stormwater Utility System for the City of Miami, establishes a Few. This division method and procedure for the collection of Ston water Utility maintains records of all also provides a mechanism for adjustment of said persons using the services fees, and Management System. and facilities of the Ston water sEr-�;c�D oB,l�crn�s , * TO monitor the storm drainageywide Stormwater Utility Program to ensure funding availability Master Plan. improvements identified by the Ccuprehensive Storm Drainage * To generate gross annual revenues of over $6,000,000. * To maintain a ccmrputerized billing file on all 80,000 parcels, impervious areas for approximately * To retrofit five existing stormwater basins, IiZc-�r,rrraTc * This request is $343,894 or 20% more than the FY'91 amended budget due to salary increases resulting from split funding of Positions from the operations Division. i o 920 98 SPECIAL PF40GRAM AND ACMUNTS AMENDED BUDGET REQUESUM BUDGET UL-92- Employee Award Severance Pay $ 23,000 $ 23,000 $ -0 UnemPloyment Om�ation 2,925,916 5,050,114 2,124,198- Subtotal $3,010,916 $5,135,114 $2,124,198 Pension Consultant Dade league External Auditing Fees $ 1,506 10,200 $ -0- 10,200 $ (1,506) Florida League Travel 248,000 248,000 -0- -0- Florida League 1,491 2,000 509 Legal Services 12,400 12,400 -0- Legislative Liaison, General National league Of Cities 10,000 258,000 10,000 258,000 -0- U. S. conference of mayors 10,694 10,185 -0- (509) Subtotal $ 560,291 $ 558,785 $ (1,506) International Artist Series $ 15,000 $ 15,000 -0- Subtotal $ 15--,000 15,000 10920 99 SPECIAL PROGRAMS AND ACCOUNTS AMENDED RDQi1ESTED BUDGET BUDGE, a -12L FYI 92 li±amal services General Administration Building Heavy Equipment Maintenance Utilities Property Maintenance Cmwmications Maintenance Print Shop Fleet Management Property Maintenance Dinner Key Office Buildings Property Maintenance Utilities Print Shop Subtotal Qmtributi_ons Contributions - Purchasing Fire Rescue Special Revenue Fund Off Street Parking Solid Waste Group Insurance subsidy Manuel Artime camiunity Center Rouse Trust Fund Gusman and Olyrapia Building Subtotal Special nit-Y prams r Beautification Committee Program Subtotal $ 5,000 $ 5,000 $ -0- 132,000 132,000 -0- 175,000 175,000 -0- 1,501,084 1,302,706 (198,378) 173,535. 185,366 11,831 7,896 -0- (7,896) 249,619 270,453 20,834 350,000 350,000 -0- 70,600 70,600 -0- 60,000 60,000 -0- $ 2,724,734 $ 2,551,125 $ (173,609) $ 682,058 $ 664,836 $ (17,222) 673,939 652,513 (21,426) 111,600 111,600 -0- 13,677,812 12,269,237 (11408,575) 2,105,142 1,989,285 (115,857) 447,108 470,105 22,997 48,750 48,750 -0- $17,746,409 $16,529,565 $(1,216,844) $ 10,000 $ 10,000 $ -0- $ 10,000 $ 10,000 $ -0- 100 10920 SPECIAL PROGRAMS AND ACOOU AMENDED BUDGET REQUESTED Mi crnl 1 anc.�a,s EY' 9-1- BUDGET W 92 Metro Miami Action Plan $ Delinquent Tax 90,669 $ 90,669 Contingent Fund 111,948 100,000 Reimb. for Official Functions 523,111 465,322 Employee Drug Screening 75,000 75,000 Pre -employment Ph 30,000 30,000 Coamnission on Status of Women 65,000 65,000 Aviation Avenue Building 25,000 � 25,000 IBM (Maximo Gomez Park) 500,000 -0- Debt Service - parks Bonds 35,000 � 35,000 Contribution to Note Fund 774,179 730,944 Reserve - self Insurance 15,550,000 -0- International Trade Prrnnotion/Sister City1►300,000 Bay 750,000 1,300,000 Front Park Trust 715,719 Sunshine State Bonds 245,382 245,382 SPeclal Assesment District Taxes 389,635 389,635 Dupont Building 56,000 56,000 Retirement Incentive Program -Salary Kizcnft -0- -0- 1,177,959 (7,000,000) Gibson Memorial Oratorical 15,000 10,000 N.N.B.P. Of South Florida -0- 35,000 Bay of Pigs Veteran -0- 35,000 Subtotal $ 20,000 20,555,924 20 000 $(1,398,370) Total $ 44,623,274 $23,401,31A 101 $ -0- (11,948) (57,789) -0- -0- -0- (500,000) -0- (43,235) (151550,000) -0- (34,281) -0- -0- -0- 1,177,959 (7,000,000) (5,000) 35,000 35,000 -0- $(21,954,294) 10920 THIS PAGE DELIBERATELY LEFT BLANK 10920 102 GENERAL OBLIGATION BONDS $25,763,101 BUDGET SUMMARY Adqte ATe rbd LM:a Sarrpl Skvices $ 375,780 $ 437r954 $ 457,954 $ 467,450 Ik:s 164,422 930012 73,012 1A5,000 25,554,217 25,083,135 25r063,135 25,190,651. $_25.614,101,763,1D1 4 8 8 9 DESCRIPTION .;�There are several different series of General Obligation Bonds whose maturity dates extend throughout the year. The main purpose for issuing of the bonds is to obtain funds for various capital projects, environmental amelioration, and Public safety undertakings such as improvement and construction of sanitary and storm sewers, expansion and creation of park and recreation facilities, housing, Police building and firefighting facilities. V� BUDGET HIG IaGH s a * The cost of General Obligation Bonds for FY'92 are as follows: Principal 3 11 $ , 75,000 Interest 13,815,651 Operating Expenses 572,450 TOTAL APPROPRIATION $25,763,101 The revenues pay the General Obligation Bonds for FY'92 are as follows: Ad Valorem Tax Requirements $24,740,101 Assessment Liens 572,450 Interest 450 550 — r TOTAL � $25,763,101 i A 103 10920 Final Maturity Amount Amount General Obligation Issue Dated year Issued OutstandU" Firefighting 6-1-72 1992 1,100,000 60,000 Sanitary Sewer 6-1-72 1992 5,000,000 80,000 Police Headquarters 6-1-72 1992 1,500,000 75,000 Storm Sewer Improvements 6-1-72 1992 3,000,000 155,000 Street & Highway Improvements 6-1-72 1992 2,000,000 45,000 Public Parks & Recreation Fac. 10-1-72 1997 28,350,000 7,040,000 Storm Sewer Improvements 9-1-73 1993 2,000,000 215,000 Police Headquarters 9-1-73 1993 4,000,000 450,000 Storm Sewer Improvements 3-1-75 1995 3,000,000 620,000 Police Headquarters 3-1-75 1995 8,000,000 1,660,000 Sanitary Sewer Improvements 10-1-75 1995 5,000,000 650,000 Police Headquarters 10-1-77 1997 2,000,000 420,000 -- Sanitary Sewer 5-1-77 1997 13,000,000 3,790,000 Firefighting 5-1-77 1997 5,000,000 1,560,000 Police Headquarters 5-1-77 1997 3,000,000 960,000 Storm Sewer Improvements 5-1-77 1997 2,000,000 635,000 Firefighting 12-1-77 1998 1,000,000 385,000 Public Parks & Recreation Fac. 12-1-77 2003 11,540,000 5,760,000 Housing 12-1-77 2008 1,500,000 1,170,000 Street and Highway Improvement 12-1-78 1998 5,000,000 1,825,000 Sanitary Sewer 12-1-78 1998 6,000,000 2,480,000 Firefighting, Prevention & Res. 12-1-78 1998 2,250,000 950,000 Storm Sewer Improvements 12-1-78 1998 5,000,000 2,785,000 Firefighting, Prevention & Res. 8-1-81 2001 1,750,000 915,000 - Storm Sewer Improvements 8-1-81 2001 3,000,000 1,980,000 Housing 8-1-81 2011 4,400,000 3,710,000 Firefighting, Prevention & Res. 5-1-83 1994 3,770,000 1,320,000 Storm Sewer 5-1-83 1994 1,560,000 565,000 Sanitary Sewer 5-1-83 1994 3,210,000 945,000 Street & Highway Improvements 5-1-83 1994 2,110,000 855,000 Housing 5-1-83 1994 175,000 60,000 Firefighting, Prevention & Res. 4-1-85 1998 2,075,000 1,545,000 Sanitary Sewer 4-1-85 1998 4,205,000 2,750,000 Storm fie' 4-1-85 1998 2,265,000 1,605,000 Highway Improvement 4-1-85 1998 2,785,000 2,005,000 Police Headquarters 4-1-85 1998 2,145,000 1,520,000 Police Headquarters 6-1-86 2006 12,000,000 10,680,000 Storm Sewer 6-1-86 2011 5,000,000 4,635,000 Sanitary Sewer 6-1-86 2006 3,000,000 2,740,000 Street & Highway Improvements 6-1-86 2006 2,000,000 1,825,000 General Obligation Refund. 1986 8-1-86 2014 38,355,000 32,015,000 Pollution control Facilities 10-1-86 2006 4,000,000 3,160,000 Street and Highway Improvement 10-1-86 2006 2,375,000 1,815,000 Police Headquarters 8-1-87 2007 1,500,000 1,380,000 Sanitary Sewer 8-1-87 2007 2,500,000 2,355,000 Street and Highway Improvement 8-1-87 2007 5,000,000 4,720,000 Storm Sewer 8-1-87 2007 1,000,000 950,000 10920 104 I I J ,O GENERAT B'�1' _GATIOivT HONIIS OL�'1��� ON — w'TOB�F�2 1_, 1991 (Con�t1 Police Headauar+A,� Storm Sewer Sanituy Sewer Street andHighwayImPravement Fire Fighting prevention & Res, General Obligation Refund, 1987 General Obligation Refund, 1991 Fiscal Year 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Total J, 11-1-88 2008 11500,000 11-1-88 2013 5,000,000 11-1-88 2008 5,000,000 11-1-88 2008 3,900,000 11-1-88 2008 3,000,000 4-1-89 2010 22,605,000 4-1-91 2013 -- 6,135, 00 $287,560, 00 GENERAL OBLIGATION BONDED INDESIMNESS PRINCIPAL AND INTEREST REQUIREMENTS AS OF 09-30-92 b i.nc ;pal $ 11,535,000 11,270,000 11,205,000 11,530,000 11,425,000 11,525,000 10,745,000 9,965,000 9,300,000 9,875,000 9,970,000 10,490,000 8,750,000 8,3001000 6,565,000 5,160,000 4,190,000 4,225,000 3,070,000 2,395,000 1,735,000 1,795,000 _1,785 000 $176,-05 000 105 Interest $ 12,251,774 11,423,490 10,578,279 9,828,419 9,065,429 8,310,893 7,568,964 6,845,202 6,079,556 5,327,630 4,742,100 3,996,946 3,215,336 2,579,221 1,961,511 1,488,913 1,138,467 876,615 655,184 461,404 324,169 212,681 97.006 $109.029,189 1,460,000 4,915,000 5,000,000 3,900,000 3,000,000 22,575,000 16, 125, 000 Total $ 23,786,774 22,693,490 21,783,279 21,358,419 20,490,429 19,835,893 18,313,964 16,810,202 15,379,556 15,202,630 14,712,100 14,486,946 11,965,336 10,879,221 8,526,511 6,648,913 5,328,467 5,101,615 3,725,184 2,856,404 2,059,169 2,007,681 1,882.006 $285,834,189 10920 tons DESCRIPTION These bonds are to be used to fund various park and housing related projects. BiJDM HIGHuGIm * Of the $4,432,021 available in FY'92, $410,763 will be used to pay housing debt service, $607,055 will be used to pay guaranteed entitlement bonds and the remaining $3,414,203 will be transferred to the General Fbnd. 106 10920 w1 FISCAL YEAR 1 991 - 92 ENTERPRISE FUND APPROPRIATION SUMMARY ($000,000) SOLID WASTE ($29.5) 48.9% THERS ($2.3) 3.8% 4 &PUB, FAC. ($4.6) PARKS, RECREATION & 7.6% �j i CONFERENCES & 30.5% ($1&4) 30.5% BUILDING & ZONING ($5.5) 9.1% TOTAL BUDGET $60,250,033 • OTHERS INCLUDE! GOVERNMENT CENTER PARKING GARAGE AND MANUEL ARTIME COMMUNITY CENTER 107 .10920 Department of Conferences, Conventions and Public Facilities FY'92 FUNCTIONAL COST FUNCTIONS POSTTtONS Conference Center: COST PERCENTAGE Administrative and Managerial/Special Events 8 $825,976 5 Debt Service - 6,134,534 33 Depreciation - 1,670,000 9 Facility Management Grp. - 1,938,500 11 Parking Garage - 825,645 4 Office of Public Infor. 9 451,4?5 I Total 17 $11,846,080 65 Coconut Grove Convention Center 5 Bobby Maduro Miami Stadium 2 919,290 252,257 5 Marine Stadium 1 238,006 1 1 Orange Bowl Stadium 14 5,093,000 28 Total 39 100 $18.348,633 PERFQR_MANCF * A. Sales Accomplishments IND C'ATnRR Bookings * Miami Convention Center Actual -Projected a. Riverfront Exhibition Hall 26 47 b. James L. Knight Auditorium 42 87 * Orange Bowl 23 40 * Coconut Grove Convention Center 46 70 * Marine Stadium 17 27 * Miami Stadium Weekly annual events 3 9 * Film permitting is up 100% as well as the issuing of proclamations and protocol documents supplied by The Office of Public Information. 108 10920 CONFERENCES, CONVENTIONS AND PUBLIC FACILITIES Conferences and Conventions $11,846,080 DEPARTMENTAL BUDGET AND POSITION SUNDRY -91 Amended0 ' opted Amended Req �,uested r, 88-$ 9 90-91 990 1991-92, Personnel Services $ 965,216 $ 879,638 $ 879,638 $ 913,267 Operating , Expenses Capital I 31339,026 3,264,973 3,303,273 311271279: Debt ServiceaY 1,500 1,500 2,700 1 000 /Depreciation Total 6"708,688 7.448604 7 448 604 7 804 534 $ 9.290 �A7 $,11 0 4 430 S '- 53 L 846, 080 Positions 19 17 17 17 MQIPTION The Conferences and Conventions Division is responsible for the planning and management processes required for the operation of the City of Miami Miami James L. Knight International Center and par/University of the Hyatt Regency Hotel. The De Garage and its interface with partmenti s primary responsibility is to insure use of the facility for a variety of events. These events en mass entertainment, sports, meetings, conferences, and conventions. The attractiveness of the facility is enhanced by the ability to provide a coordinated reservation system for the Center COmponent parts: i.e., the Hyatt Regency Hotel, the University of Miami, Facility Management Group, Inc., the Convention Center Management company and the City of Miami. D os>EcrruF� * To monitor sixteen (16) leases and contractual agreements Miami, the Hotel Devel with the University of entities. °� Centrust Savings and Loan Association, and other * To increase the number of events and use days at the Auditorium. Projected number of events for FY' 90-91 are 74 and for FY' 91-92 are 80. Projected number of use days for FY190-91 are 125 and for FY191-92 are 130. * To increase the number of events of Trade, Exhibits, Conferences, and other related a108ctivities at the Exhibit Hall' Projected number of events for FY190-91 are 44 and use days, Projected number of events, for FY191-92 are 60 and 117 use days. F. 4 e This budget represents the ninth year of operations for the Center and includes the following expense reimbursements: t' 1. $1,938,500 - Facility Management Group Inc. for mans f convention Center. ging and operating the 2. $825,645 - Off -Street Par parking garage. king Authority for managing and operating the f * Debt Service t requirements for the Convention Center revenue bonds has been set at; $6,134,534. * P. Utility Service Taxes will contribute $4,042,359 to this d $3,590,934 will be used to offset the Conference Center deficit. This d of which Y` r Will generate revenues of $7,803,721. r 109 a 10920 r THIS PAGE DELIBERATELY LEFT BIANK 110 10020 r, This department is responsible for maintaining, promoting and providing exhibition space for lease by private or public organizations. Exhibition space may be used for trade shows, consumer shows, concerts and any other organized events of public or private interest. SFL�'F'n OB�TF'•�''i'�IES vl * To retain an outside contractor for the purpose of providing grounds maintenance for the facility. * To re -surface the floor of the Coconut Grove Convention Center as planned. * To retain a temporary maintenance firm during peak work periods which results in an annual savings of $80,000. * To purchase and install a new computerized marquee for the front entrance of the Convention Center. * To increase the number of long-term contract users at Coconut Grove Convention Center. HIC�E�IGf fI;S n * This facility will generate revenues of $919,290 to the Enterprise Fund. * This request is $33,138 less than the FY'91 amended budget due to a reduction in operating expenses. s * Depreciation expense has been set at $136,500. 111 10920 MMU Nt STADIUM $238,006 .D OSTEGTT�IF`� * To increase major events at the Marine Stadium by using promoted and co -sponsored Productions. i * To reduce the event cost to the Promoter ' 40% which will encourage promoters to hold more events at the facility. * This request is $91,168 or 28% lg.,Ls than the Fy'91 amended budget. This decrease is primarily due to reductions in personnel requirements and operating expenses, * This facility will generate $203,800 in revenues to the Enterprise Fund. * Depreciation expense is set at $78,000. 10920 112 BOBBY MADM MIANI STADIUM $252,257 "POS ktdtt: ANb Ilk IRT dd C)Pb 9912 34 367 1020 20 " 274 414145040 Coital Outla 14!... 666, M5 4�7il: 1 P06 -2 DESCRIMON Bobby Madura Miami Stadium provides a public facility for professional and semi- professional baseball. It is Often used for concerts or other events while the Parking lot is occasionally used for flea markets and other events. * TO maintain the Stadium Property in keeping with professional and amateur baseball standards providing maximum playability and appearance. * TO Provide daily maintenance of playing field which includes scheduled mowing and trimming, aerification, fertilization, chemical application and irrigation. * TO increase revenues through promotional programs and constant negotiations with promoters. To continue to encourage local and out of state promoters to use our facilities through negotiated fee reductions. tj KHMV HIGHLIGHTS * This request is $746 more than the Fy'91 amended budget. * This facility will generate revenues of $252,257 to the Enterprise Fund. * Depreciation expense is set at $68,000. 113 10920 ORANGE BOWL STADIUM $5,093,000 cannel Services $ 1,114,989 $' 1,008,097 $ 1,00$,097 $ 1,069,661 )ppxatu�g R1 2,029,475 2,,038,103 2,038103 2021,539 �ptal ,Outlay ' . 52,096 1,800 1,800 11800 fy�o,,,�,ny�-�,,,0,peratu�g` 2,000,000 2,000,000 2,000,000 2,000,000 The Orange Bowl provides a public facility for leisure -time activities including Professional, collegiate and high school football, other sports, musical entertainment, and cmm nzity programs. * To maintain the Orange Bowl Stadium and surrounding acres in keeping with NCAA standards providing maximum safety and appearance. * To initiate a two facet major renovation program to upgrade and modernize the entire facility and significantly improve the aesthetics of the playing field. * To increase revenues through promotional programs and constant negotiations with promoters. * To continue to encourage local and out of state promoters to use our facilities through negotiated fee reductions. * To design and distribute brochures to act managers, agents and promoters via a Promotional campaign to stimulate additional events, increasing revenues. * This request is $45,000 more than the Fy'91 amended budget primarily due to increases in personnel requirements. * This facility will generate revenues of $5,093,000 to the Enterprise Fund. * Depreciation expense is set at $413,000. * The remaining balance from State Revenue Sharing shall be transferred to the General Fund. h 114 10920 Department of Parks, Recreation and Public Facilities Enterprise Fund FY192 FUNCTIONAL COST FUNCTIONS pOSITrONS COST PERCENTAGE - Administrative and Managerial 1 $362,444 8 Marina Operations 14 2,947,132 64 Golf Course Operations -10 14314, 764 28 Total Z5 $4,624 34p 100 PERFO MANCE INDT &FORS * Maintained 350 golf course's and marina's ground acres per year. * Processed over 18,000 boat accounts per year generating Marina revenue of $2.9 million. * Generated $1.35 million golf course revenue. 10020 20 MELREESE GOLF COURSE $720,042 DIVIS IONAL BUDGET AND POSITION SUMMARY Amended Adopted 1990- Amended Regtlestiad Services t3 414,265 451,721 451,721 281,927 6 326,532 326,532 279, 32J ,950 1,468 1468 14 68 , 7790721. 7 6. 6 6 Melreese Golf Course is an 18-hole facility located at 202 N. W. 37 Avenue. it Provides an opportunity for residents and visitors to Miami to enjoy golfing on a well -maintained course at reasonable fees. The Parks and Recreation Department the golf course, and is also responsible for its maintenance. maximum playability -se Property in keeping With U.S.G.A. standards providirx To maintain golf course and appearance. TO Provide daily maintenance of 134 acres at Melreese Golf Course which includes scheduled mowing and trimming, aerification, fertilization, chemical application and irrigation. laandimprove the clubhouse with the installation of a new roof, pa scaping, and new asphalt walkways at the first tee. inting, To rebuild sand bunkers around greens to improve Playing conditions of sand play. To repave and improve all golf cart roadways. TO install a new automatic irrigation system to Water 105 acres. 31MM-Muffim— This request is $59,679 Or 8% 199a- than the Fy,91 amended budget, primarily due to a reduction in operating expenses. 'This facility Will generate revenues of $720,042 to the Enterprise Fund. Depreciation expense has been set at $20,800. 116 10920 I ..1 -1 MIAMI SPRINGS GOLF COURSE $742,446 DIVISIONAL 8bDGE AND,PO6ITION y Amended 198 Am�+nded Adapted �;3g9-90 '� Amended gp 91 Rid rihe1 Services'. Opetrig Els 1990- $ 401502 $ 411,899 $ 19 4I1 899 , i i $ '; 4i2, 527' j ita7 P Outlay 289348 406'219 1 950 , 406,219 328r451. 7bta1 1�468 , 1,468 146$,.`` _.� $ 6 4 $ 692 800 S 81g_SRti iOn5 _ I1ESCltLFPrnrr 3 3 3 4 _ Miami Springs Golf Course is an 18-hole facility located at 650 Curt' Springs, Florida. It provides an Curtis Parkway, Miami enjoy golfing °ortitY for residents and visitors to Miami, to lr1g on a well maintained course at reasonable fees. Recreation Department administers The Parks and e. maintenancthe golf.Je, and is also responsible for * To maintain golf course property maxiMUM Playability and appearance. in keeping with U.S.G.A. standards providing J * TO provide daily maintenance of 186 acres triad-ng, aerification, fertilization, chemical application and irrigation. ed * TO construct new womens' tees at #8,#9,#14 and #16. ~� * To continue to encourage surrounding a 15% discount program. hotels to use the City's golf facilities thnl * To Pride incentive dis count rates for large groups that use the golf coursesduring non prime time hours. ,h� * To continue scorecard $4,600 annually and pencil sponsorship program which saves the golf courses * This facility will generate revenues of $742,446 to the Enterprise Fund. * This request is $77,140 or 9% Iggg_, g a reduction in operating than the FY 91 amended budget, primarily due to �1 expenses. * Depreciation expense has been set at $15,200. 117 10920 DINNER KEY MARINA $2,520,300 DIVISIONAL BUDGET' AND POSITION SUMMARY �. Amended Amended Adopted ��2 1989-90 1990-01 Amended 1990-91 Requested 1991-92 SOn11ei'YV1C2S $ 674,527 $ 693,874 $ 747,149 $ 784,258. 'E it:a]:Outlay 1,481,301 11796,939 11743,664 1025,842 8,209 20,200 20,200 10,200 $ 1,952,062 $ 2, 64 037 $ 21511,013 $ S 2.520.3 2,511,013 itions 15 14 15 12, Dinner Key Marina provides in -the -water berthing facilities for pleasure and fishing vessels. Administrative activities include registration of vessels, collection of dockage fees, and maintenance of records. Operational duties include assistance in docking and undocking vessels, safety inspections of vessels moored in berths, dissemination of weather warnings, and enforcement of anchoring regulations. * To maintain Dinner Key Marina at 95% occupancy level. * To ensure all accounts for vessels berthed at Dinner Key Marina are current. * To review options available for increasing marina parking facilities in order to Offset parking shortages due to special events. * To obtain funds for the expansion of the shower and restroom facilities to ac=myK)date increase in the number of marina users. * This request is $9,287 more than the FY191 amended budget, primarily due to increases in personnel requirements offset by a reduction in debt service payments. * This Marina will generate revenues of $2,520,300 to the Enterprise Fund. * Depreciation expense is set at $40,500. 118 10920 . BAYSIDE MMUM $641,552 F' DIVISIONAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended 1990-§1 1291-21, Requ PSted 1991-92 Ices -:61b. �' 296,241 $ 9. Operates moTltiel 288,814 307,485 $ 361917 Capit 296,459 293,004 274,368 ay 277#135 -0-4,500 .4,500 2,500 3 2 2 DES !IEU-0N This marina Provides 250 in -the -water berthing facilities for private and vessels ranging in sizes up to ccmTe=ial go feet. a xmmyxiates pleasure, S This facility is open 24 hours sightseeing and charter fishing vessels. include daily and operational assistance in docking vessels, safety inspections of vessels moored dissemination of weather warnings activities in berths, and enforcement of charge regulations. SEL�UED QBMgMW To Provide in -the -water berthing for 200 pleasure, sight-seeing and charter vessels, ranging in size from fishing 30 to 400 feet. To prepare, develop and implement a more accurate revenue collection system as well as improve accounting Procedures. Toenhance the relationship between the City of Miami and the Bayside Group as well an enhance Management services to the general public using the facilities. Bayside Miamarina. To Provide overall supervision and develop mechanisms for: assisting boaters, maintaining security in all marina operations.. To cooperate with the Public Works Department in developing lans for the p and administration of extensive renovations initiation at Bayside Marina. rnlis request is $55,199 or 9% more than the FY191 amended budget due to increases personnel services. in Depreciation expense has been set at $117,700. 01 119 909,20 GOB CENTER PARKM GARAGE $1,716,900 DESMET3O This municipal parking garage located at 260 NW 2 Streetis owned Miami and operated under contract by the Off Street Parking Authority. the City of , oB,�rrv� * To establish parking rates that provide increased utilization of the facility and maximize financial return to the City of Miami. * To itensify efforts to attract users from business in the immediate area so that the number of monthly customers is at the maxim m level possible. * To maintain operating cost at the lowest level possible while providing the highest caliber of service and maintenance. * This budget represents the eigth full year of operations and includes $402,136 in the reimburse ur ed expenSe to the Off -Street Parking Authority for managing and operating fac* Debt service requirements have been set at $1,164,979. * Depreciation expense has been set at $149,785. * Operatiryg revenues have been projected at $971, 492 result' " Of $145,408. This deficit will be offset from the Utility mice Tax. t� loss * Me increase in subsidy for FY'92 is due to increased debt service requirements. 120 10920 Department of Planning, Building and Zoning Building and Zoning Division FY192 FUNCTIONAL COST FUNCTIONS POSITIONS COST PERCENTAGE Administrative and Managerial Envir. Code Enforce.Sec. i Support Services Permits and Control Section Electrical Inspec. Sec. Mechanical Inspec. Sec. Structural Inspec. Sec. IPlumbing Inspec. Sec. Building Code Enforce. Sec. Hearing Board Admin. i Total 4 $285,168 5 24 1,152,311 21 4 283,739 5 8 354,074 6 9 542,443 10 12 677,172 12 11 559,565 10 9 533,766 10 8 511,380 10 5 597,842 _11- 95 $5,497,460 100 Due to the agreement with Dade County, the Unsafe Structures Board continues to hold monthly hearings for the City of Miami eliminating the backlog of pending cases. Through enforcement procedures, over 375 properties have been demolished. Relocated all of the Plans Examiners on the first floor in order to centralize Permits and Plans processing procedures. Implemented the One -Step Permit process in order to expedite the permit process. Increased the number of cases heard by the Code Enforcement Board. The toal number of Code Enforcement Board cases was an all time high of 2,300, an increase of over 1,400 cases since 1989-90. Achieved recertification of all trade inspectors and cross certification of 41 Trade Inspectors through Dade County Board of Rules and Appeal. Reviewed and processed approximately 11,000 plans and permit applications. Environmental Code Enforcement Inspectors issued 5,200 violations, conducted over 100 neighborhood sweeps and/or joint inspections with the Police Department. 122 "10 9. PLANNIM, BUILDING AND ZOULLIG ALL DIVISIONS $5,497,460 DEPA�[I+�'�]TAL .i3tJbGET AND POSITION SC11+,RY Amended Amended Adopted 19gg_gg 8 _90 19 0_91 Atnendec� �990-41 199, Aersc�ruZe1 aetvices Operdtityg._s $ 4,627,689 $ 4,2131j681 $ 4�231,6$1. . $ 4�324 Capital`Outlay . 682,479 599, 984 599y984.:' S5$ Noun=Clperatincj87 104,196 87,956 955 78 Zbtal $ 550,000` 4,766T932,- 55Q000 535 positions 5 i - - r��, 62 _ 100 89 94 gi This operation is to protect the health, safety and welfare of the public and to enhance the general quality of life through interpretation and enforcement of the South Florida Building Code, the City of Miami Zoning Ordinance, and other applicable regulations that govern construction and land use. * This Department generates revenue of $5,497,460 to the Enterprise Fund. This represents 100% of the department's FY192 budget request. * This request is $27,839 or 1% more than the Fy'91 amended budget due to an increase in revenues. * The number of positions has been increased by 6 between the 1991 budget and the 1992 budget request to enhance code enforcement efforts. Personnel requirements have increased as a result of same. 10 123 This section is responsible for policy formulation and decision �pnt. This making within the liaison and workr with the �t of short and long range plans, maintain organizations and other groups, construction industry, professional monitor revenue andProjections,hergovernment agencies, prepare and administer the budget, prepare and administer personnel related activities. sM&QMo To provide the construction industry, as well as the general departments with accurate in g public and other City building departme and With �� interpretation, enforcement and administration of anfdf responses tomcomplaints, publishing information flyers,timely inspections, handbook on inspections/processing procedures, and Ong seminars that deal with the enforcing disciplines. * -Ib coordinate sweep programs on a monthly or bi-monthly basis in order to improve * the quality of life and structures in designated blighted neighborhoods. To continue evaluating manpower utilization and implement any * result in an increase in efficiency and cost savings. changes that will To maintain dissemination of helpful information to the do's and don't's of construction activities thro general public about the With the media, i.e., TV stations, radio stations anda necwlsppaapezrsrking relationship * To organize and implement an integrated municipalities in the strict enforcement of state and locaa a rules t�and all its regarding unlicensed contractors and tracking them downregulations . �DGEI' HIC�II.,IC�i'I'S * The request is $28,441 or 7% more than the F'Y191 amended budget due an increase in personnel costs. primarily t0 124 --- to920 PLANNING, BUILDING AND ZONIM, CODE ALMIISTRATION $1,441,189 DIVISIONAL, BUDMr AND_ POSITION S[ ►NARY Amended Amended Adopted Amended Services $ 1,235,553 $ 787,303 Expenses. $ 787 303 � 78 076 7�4,41� Capital outlay 79,,893 78,893 76 30 081 Non-OpMting ' 0 43,032 43 032 34,788 550,000 550,000 535,796 Positions 27 24 24 _ 24 The primary function of the Code Administration the Zoning Ordinance 9500 and other City, section is to interpret and enforce y, County, State and Federal regulations Pertaining to construction of buildings in the review of build' Of permits and Certificates of building plans and issuing ion acts as liaison with other City departments, Federal, State South authorities on matters related South Florida Building Code, This section is also 1 recO and the collection of fees; main responsible for microfilming plans and>� including microfilmed recoils• � and control of all records account , provides copies of records, maintains statistical and 1+t(( ing records of revenue collected and permit activity. * To continue cross -train frig all personnel in all functions of the division for more efficient use of available personnel. * To continue wor in offer king in the development and implementation of a improve efficiencycomputerized system * To disseminate as much zoning for easier access to information. ing information as merchants, contractors etc. possible to property owners, workshops. through information flyers and in-house semi s and * To achieve a higher d With the egg of efficiency and accuracy in the processing of permits * her of a computerized system. To maintain the present rate of microfilming of all other doctmr*ese as r ply, and move toward microfilming squired by Public Records Act under record keeping. y� mil' BIGHT Tfi�i+c * is request is ecrease in neon $18,039 or d to less than the FY191 amended budget Primaril due a -'operating pn,c• (Contribution to the General Fund) Y 125 10920 H The Primary function of the Inspection Services Section is to serve and Of the citizens of the City of Miami by inspecting, Protect all in such a manner as to provide the minimum r the advising and enforcing and of boil standards for the safeguarding of persons, dings and their contents, It is the responsibility coordinate the Code Enforcement ty of this office to maintaining compliance with City oafioMiami p and t dies in securing and Building Code, Florida State Laws, Federal Laws aryl other de County, the South Florida relative to Plumbing Inspec.•tion, Electrical s, S recognized n Mecbanical Inspections and Code Enforcement, Inspections, Structural Inspections, * To make more thorough and timely inspections that will subsequently contribute to the tax base and economic growth of the City. * To reduce the �' , To reduce response time to two days for scheduled inspections to the * �us�' and the general public for this Fiscal Year, Zb reduce the response time to two days for Build lumbi-ng complaints from the e f Electrical, Mechanical and *To use general public at large for this Fiscal Year. Twill maget/employee committees to formulate standards � Procedures that increase efficiency in the Inspections Division. * 'Ib decrease by 10% the .. the last number of unlicensed individuals doing Mork in the City, by quarter of the Fiscal Year with the use of the revised State of Florida Dot of Professional aggressive Regulation and Cease and Desist form and more * � Pursuing of violators. dose by 5% the number of re -inspections of construction by the second quarter. of the Fiscal Year, with the use of re-' * the construction industry, of the problem inspection fees and mi educating To Prepare inspection forms P 9h in-house wr�rkshc�ps/semi.nars . elevators during , invoices and notices on �Z boilers and 2300 within a three-month a month of January, in order that revenues may be collected period. , * 'his request is $395,198 or 10% legs— , than the,g1 transfer of 7 positions to the Code Enfo FY amended budget due to a roement Division. 126 10j`0 PL MMC, BUILDING AND ZONING HEARING BOARDS $551,509 DrVTSIONAL piJDC,El' AND pOSnaaN SU NMARY AttSded Amended Adorted Amended Requested Personnel ErVices Operating $ 300 885 $ 265, 474 $ 266,683 265, 474 $ 3�2 564 . capital Outlay 260,533 260,533 243533 .' 1 3 837 , 5,412 5,412 5412 Total S 4�8 i8� S 571,4p5 5 531.419 S 531 4� 551.,sn9 'Pb59 sitions e 6 5 DF�CRIPTION The Hearing Boards section is responsible for the applications and petitions; schedulingpra'p J of Zoning Board and transcription of the Zoningand notification of public hearings; recording maintenance of Zoning, Board and the Code Enforcement Board minutes; and ing, Code Board and Planning Boards records. It also eoampiles and distributes agendas for Planning, Code Enforcement and Zoning Cammission fi � s; and provides for the updatins.g and distribution of the Zoning ordinance and SEiF'CMD OBJECTIVES * To counsel for, accept and review all applications for Zoning Board review, and Prepare agenda information, gather backup documentation, prepare legal ads, signs, letters f �t all paperwork required for two (2) Zoning Board meetings, two (2) Code Board meetings, two (2) Planning Advisory Board meetings, City Co mnission meeting every month. aril one * To continue handling telephone calls and walk-in inquiries from the regarding recent zoning map and ordinance (text) changes, public hearing �c filing requirements, and general information; as well as sell copies of hearing documents and materials. COP public * To provide informational and training workshops during the year for Zoning Board, Planning Advisory Board, and Code Enforcement Board members as required. * To continue microfilming all documents on file dated from 1950 through present. B[1DGE''r' HTr�aT.T�rsx � , * The request is $20,090 or 4% more than the FY'91 amended budget primarily due to an increase in personnel services. 127 10920 PLANNING, BUILDING AND ZanM CODE ENFORCEMENT $769,996 DTVIS I0%JD= AND Pbdi'st�.rrcub-,, .: WM!,"0 d I Amended A Cp -ted '�tt,. � j w .. t ti i fs ' 19$8 ' 89 •.' 89 •. ].989 90. 1990-31. ��]�.t _1990-91. 653 300-649� 71' P-3 tal 163j239:;,: 46#,070 14 260 14: 4' t 3 8 KWA57 $ 377, 4. 51 .,451: .4: ON This section accepts, Processes and schedules all violation cases to be heard by the Metro-Dade etro Dade County Structur of Miami -es Unsafe Board monthly meeting dedicated solely to city cases. It also conducts a weekly code Enforcement Board meeting to eliminate the current backlog of cases. It maintains all records of actions taken, Orders for compliance, placement of liens and foreclosure proceedings. To continue submitting cases involving unsafe structures to the Metropolitan Dade County Unsafe Structures Board for their ruling of demolition or correction of deficiencies. TO respond to complaints involving unsafe structures within a 24-hour period. To achieve timely follow-up inspections with the assistance of a caqmterized system which will handle their scheduling. This system will also detect duplication of complaints reported. To decrease processing time for demolition contracts. To keep existing amount Of time (Within 30 days) necessary to present cases to the Code Enforcement Board and expedite enforcement orders. r[b maintain the amount Of response time from four (4) to five (5) days on zoning complaints and violations, and observed violations from weekend inspections. This request is $392,545 or 104% more than FY191 amended budget primarily due to an increase of 12 positions between the 1991 adopted budget and the 1992 budget request. These extra positions will increase the City's enforcement efforts in identifying building code and zoning violations. 128 1.0920 THIS PAGE DELIBERATLY LEFT BIANK 129 Department of General Services Administration and Solid Waste Solid Waste Division FY'92 FUNCTIONAL COST ,j l ACTION pOS_TTTONS _,, COST PERCENTAGE_ Administrative and Managerial 23 $1,460,579 5 Code Enforcement 13 733,610 2 Commercial'Garbage Collection 17 1,515,528 5 Residential Garbage Collection 214 13,643,391 46 Rubbish Collection and Special Events 117 8,667,240 30 Street Cleaning 24 2,144,674 7 Recycling _1- _ 1 296,573 Total 42 $29.461_SAr 00 1 PERFORMANrE INDTc'mm9uS * Received a recycling grant from the State of Florida Department Environmental Regulation in the amount of p of $600 program expansion through September 30, 1991,000 for recycling * Added 18,000 homes to the curbside rec 1990. Yclip g program in December * Reclycled 3,000 tons of newspaper, aluminum/tin cans, lass and plastic bottles from 30,000 homes g $120,OOO in disposal cost savings, producing $70,000 in revenue and * Implemented a yard -waste composting facility at Virginia Key producing disposal cost savings of $500,00o for FY'91. * Generated disposal cost savings of waste _disposal to the Resource Recovery from the diversion of ' * Inspected 1,285 abandoned vehicles, y (Waste to Energy) Facility. * City contractors towed 789 vehicles. * Made over 3,534 inspections relative to garbs a and violations and over -flowing dumpsters. g trash * Issued approximately 4,507 warning notices of violations. * Notified 722 property owners of overgrown * City customers cleared 506 overgrownpropertiesrties. * Licensed 24 private waste haulers. * Inspected 47 private waste hauler trucks for permits. w 130 w I The functions of the General Services Administration and Solid Waste Deft Solid Waste Division is the management and including garbage collection supervision of all sanitation duties The dot is also ' collection, lot clearance and street cleaning. responsible for the investigation of sanitation code violations; aids the police seized illegal materials; aids�irein collecting, transporting, aryl disposing of cleanups of fire debris; and aids the a Rescue and Inspection Services Department in throughout the parks system and providing speciaparks l after t by cv is evenfuse ts. * 'This department will generate revenue of $17,192,358 to the Enterprise Fund. This represents General th�department's FY'92 budget request. A subsidy of $12,269,237 f � the is tamed to cover the increase is a result of a $2,278,432 increase ln' remaining adenshortfall. The $423,894 by various operating efficiencies within the Deft, County disposal fees offset �... � 131 109-20 GENERAL'iogMCES AUUNISTRATION AND SOLID WASTE AEMINISMTrION $1,189,919 p" DIVISIONAL BUDGET AND-POSMON Amendedl�mehded Ado pta 199 P�rsorineY�,iSettv 91 75 775 9,51010 ::$ 9� 995', 019 93 al ay.- -is 2261300 182t485 182 465' 7' . .. .... 21,540 8,241 !a 241 Posit Chi Z4 5�0 5 15 F4_5 $L -1i185.7i5 91 9 23 23 22 23' UMON This Office is Waste Division- responsible for the overall management and coordination of the Solid Primary responsibilities include the developrent and implementation Of Policies, plans, programs and budgets for the department. To reduce litter by educating the public through ccmmmity meetings in areas of Little Havana, Liberty City, overtown, Little Haiti, coconut Grove, Wynwood and North East Miami TO increase Public awareness of the need to enhance and protect the beauty of our camunitY through radio and T.V. interviews and presentations. To develop an in-house program targeting critical areas in the city and implementing a monthly code enforcement blitz by the second quarter. To distribute literature to increase Public awareness of all existing anti -litter laws and cleanup services by the third quarter. TO continue a recruitment Program designed to have a workforce that more accurately reflects the ethnic mix in the City. TO maintain a monthly inventory process for office, housWceeping, and safety supplies. To continue expansion of curbside recycling services pursuant to the State of Florida Solid Waste Management Act and implement a yard -waste =Tosting program. To fully implement the white -goods recycling Program and to divert waste disposal to the Resource Recovery Facility. This request is $4,174 more than the Fy 191 amended budget due to increases in capital outlay. 132 10320 SAL SERVICES ADMINISTRATION AND ....SLID WASTE ENFORCEMENT $833 554 DIVISIONAL I:.U=r ANb SL1tY POSITIONknPhd Adopter Amended ' :Ila c*s $ 823,192 s 201 216 $: 657,480 $ 200, 657480$6 Outlay` -0- 666 200�' 66C ► 17;` Tbta1 � `, Ibsit3onsi 014 568 S 1; -'� DES TP�1'TC�T 21 16 13 ' . 13 .. This division enforces compliance with the sanitation rubbish, lot clearing, and abandoned regulations concerning garbage, investigate Possible sanitation code violations that sere �refverr�edcl�) ' Inspectors anti Inspection Services Department, the by the Fire Rescue Collection Supervisors County Rodent Control Deft, Waste Collectused ion and residents. Other services include: 1 by private waste collectors () inspection of new buildings for operating in Mir; (2) checking plans for Proper garbage storage facilities; and (3) liaison with the M mmmity on code -related questions and problems. $UBQUD-OB��'rmT«c * To maintain Posting of vacant lots at 1,902. * Tb maintain the ins * Tb �� pections/removal of abandoned vehicles at 1,927. inspections/citations on uncontainerized garbage or miscellaneous * ash in receptacle areas by 9,030. * Zoauthorized maintain inspections on dumpsters not kept in aPPraved facility area at 250. increasetime insPetc7tions/citations on trash placed in right-of-ways at other than at 1,122. To ,-ass inspections/citations on unauthorized disposal of other waste material consisting of industrial or bulge' trash, or * bulky waste at 1,313. receptacles at 1 gt90tions/citations on insufficient rn�,r of approved * To Provide information referralsgauge complaints. 'I and follow-up on 3,800 calls due to resident * This request is $24,592 or 3% ess is y �_ than the FY 91 amended budget. This decrease primarily attributable to a decrease in salary and fringe Benefit costs resulting from Position transfers to Building and Zoning. 133 10920 This division is responsible for garbage collection and for rubbish/trash collection throughout the City. Garbage is serviced from the back yard; rubbish/trash is serviced from the curb line. A special service section picks up dead animals. * To maintain the twice -weekly schedule for the collection of garbage from rear var d-. - * To sweep 32 miles of downtown streets daily. * To maintain annual garbage and trash collection of approximately 245,000 tons. * To sweep 167 miles of arterial streets once a week. * To maintain the collection of trash from the curb on a weekly schedule. To collect newspapers, glass, aluminum, plastic and white goods for recycl' . To keep debris and trash off the streets and right-of-way areas. in * To collect litter from 500 litter containers throughout the City in conjunction with street sweeping on a daily basis. * To operate the yard -waste meting program. * This request is $444,312 or 2% more than the Fy'91 amended budget. This increase is a result of an increase of $2,278,432 in disposal fees imposed by Dade County Solid Waste Department for Fiscal Year 1992 offset by various operating 1 efficiencies. 134 10920 MANML ARTTME CONIIWI'TY C',F NTIM $601,105 DIVISIONAL BET AND POSITION Amended , Amended 1988-8� 1989-90 g9p $ 370,961 $ 298,529 $ 298,529' $: 337 131 280,879 2801 ,579 3131 151511 5 000 ► 5, 3a0 'Ibtal-------------- I10siticns 5 7 7 7 The Manuel Artime C==ity fa� to ter ides goverrm ntal, cultural organizations atYl Other public agencies the special cuni' Promote p'amof educational cultural, and ty services to the residents of Miami. The Center iss maintained and j operated by the City of Miami including maintenance of the grounds and buildings. SE�F�r�n OSTECTIVF� cultural, manage the Manuel Artime Ccnmmmity Center Audi tural, educational and entertainmenttorium to the public for ul * To continue to use. manage the Manuel Artime Office Building which contains the offices Of many social services, economic development and other community organizations. DIVISTONAT w�, T RTF Cl�.CSlfi[af-inn 990- 1991-92 chamn- Cultural Affairs Coordinator 1 1{ Info. Ref. Spec. 1 0 Administrative Aide I 1 1 0 Custodian Supervisor 1 1 0 Grounds Tender 1 1 0 _-� Account Clerk 1 1 0 Typist Clerk II 1 1 0 _ 1 2 7 7 0 _l * This is the third year the Manuel Artime as an enterprise fund unit. Community Center is being accounted for * This facility which serves low and moderate income residents. * A deficit of $407,105 will be covered by a contribution from the General Fund. . I j 135 10920 MS PAGE DET BERATLY LEFT BLANK 136 Department of Fire, Rescue and Inspection Services Rescue Services FY'92 FUNCTIONAL COST EUI�ICTIONS Administrative and Managerial Rescue Servies Vehicle Maintenance Total 2 $870504 4 26 1,894,017 89 -3- 153,332 7 3-L $2,134, 653 100 PERFO MAN INDIeAT W * Maintained a 4.56 minutes response time to rescue related calls. * Responded to over 29,000 emergency medical/rescue calls. * Certified/recertified over 200 paramedics. 138 This division is primarily cxanposed of specially trained Firefighter/Paramedics who give emergency medical care to victims of fires, accidents and sudden illness. Their ability to respond to emergencies within 4 minutes helps to save hundreds of lives each year and limits disabling injuries. The Firefighter/Paramedic uses a sophisticated telemetry system that provides for voice and EKG transmission via radio. SEiECIED OBJECTIVES * To retain high skill proficiency by sending 20 Paramedics each year for intubation and assessment training. * To conduct a bi-monthly audit of rescue runs by the Medical Director. * To upgrade the EMS capabilities of 100 firefighting personnel by teaching the µ application of MAST suits and ensuring the required amount of training for EMr recertification. * To continue field study of a new method of CPR called Simultaneous Ventilation and Ccupression (SVC) . jf * To continue several ongoing programs with learning institutions. BUDGET HIOUGHTS * This request is $15,620 less than the FY191 amended budget. This decrease is due to a reduction in personnel services. * This budget is supported from the General Fund in the amount of $652,513. 139 10920 Department of Development and Housing Conservation FY'92 FUNCTIONAL COST EUIdCTIONG POSITTO S Administrative and COST PERCENTAGE Managerial 9 $769,623 8 Financial Operations and Economic Analysis 8 514,466 5 Housing Rehabilitation 13 4,387,768 47 Rental Assistance 2 2,245,666 24 New Housing Development 4 254,373 3 Sales and Marketing 1 64,639 1 Project Planning & Implem. 2 182,424 2 Project Design, Development and Monitoring 1 73,611 1 Property and Lease 5 632,479 7 Marketing and Promotion 3 203,483 2._ Total 4- 8 $9.328,532 100 PER___FORNfANCE INDICATORS * Issued 5 Unified Development project proposals development and administered the process. * Issued 2 request for Proposals for Professional Services and administered Consultant Selection Process. * Negotiated and monitored 20 agreements. * Monitored 11 design development projects. * Acquired 2 parcels for project development site assembly. * Approved loan applications for Multifamily Loan Program. 306 units under the CDBG financed * Approved loan applications for Rental Rehabilitation Program. 224 units under the Multifamily 140 10920 DEVELOPMENT AND HOUSING cONSMA'1'1AN ALL DIVISIONS $9,328,532 DEPA INWA'L WDMr AND POSITION SEINMRY Amended Amended Adopted �2$$-89989-90990-91 Amended aqueste 1gg0-g1 Pew Services Dp�.ratlhg $ 2;342,39'7 $ 2 269 119 $ 2,268,652 $ 2167�,73 Capital Outlay 864,604 1rr 11439,225r142, 1�1191990' 891 693 j ieratIng 87,895 . 7 �39, 64 225 i?,�7 15�'797 5i743 269 $ _6,128.708 -0- $10,31_ 7 g609 r-�23 _ P+nsitions 49 46 48 48 . DESCRTETION 'This department is monitor deVel responsible for the development of plans and methods to foster and opment activities including special private/public joint venture projects, capital projects and economic development. It is also responsible for the V Preservation and expansion of the Cityis livable housing stock through Private developers, a cooperative effort between the City government, administers assistance programs for the ��r lenders and City residents; housing; plans, developsap preservation and renovation of existing F planning and implementaion of mthe ements new housing programs; and coordinates the conmunit -wide housing plan, * The $409,121 increase in Personnel services cost is a result of $255, 000 in new costs related to SEOPW administrative expenses, and anniversary increases, * The $380,050 decrease in CDBG for multi -family grants/non-operating is the result of funding cuts from rehabilitation loans and cuts from the United States Department of Housing and Urban Development (HUD) in funding for rental rehabilitation loans. 141 10920 DEVELOPMENT AND HOUSING OONSERVATION HOUSING CONSERVATIONI $7,653,733 DIVISION1A BUDGET AND POSITION SCARY rat ed Amended Adapted �sitinns `' 33 30 30 30 This division is responsible for the preservation and expansion of the city's livable housing stock through a cooperative effort between the City government, private developers, lenders and City residents; administers assistance programs for the preservation and renovation of existing housing; plans, develops and implements new housing programs; and coordinates the planning and implementation of the ccmum uty- wide housing plan. �'jD±-Dqy—Dt! • *31OW R * To increase the inventory of standard rental housing affordable to low income tenants by 250 dwelling units by providing owners with below market rate financing through the CDBG Multifamily Housing Rehabilitation Loan Program and the HONE; Program. * To increase the inventory of standard rental housing by 12 dwelling units by Providing 15 year rent guaranties on behalf of low income tenants through the Section 8 Moderate Rehabilitation Program to enable owners to secure private rehabilitation financing. * To increase the inventory of standard single family housing by 85 dwelling units by Providing owner -occupants with home improvement loans and/or grants tailored to the owner's affordability range through the CDBG program. * To leverage $1,000,000 in private capital for the rehabilitation of rental housing in Coimrnmity Developanent Target Areas through the Multifamily Housing Rehabilitation Loan program. * To secure FY192 Congressionally allocated funding under U.S. HUD's newly authorized HOB Program. * Revenue to support this Division's budget consists of Ccammnity Development Block Grant (CDBG) funds - $ 3,323,151 (43%)/CDBG Loan Repayments - $942,034 (12%)/HUD Section 8 Modified Rehabilitation Grant - $2,338,548 (31%)/HUD Rental Rehabilitation Grant - $316,000 (4%)/UDAG Loan Repayments - $140,000 (2%)/and Capital Improvement Program allocation for staffing and operating expenses of $594,000 (8%). 142 10920 The Division of Development is responsible for the development of plans and methods to foster and monitor development activities within the City of Miami including special private/public joint venture projects, capital projects, and economic development. In addition, subject to the direction of the City Manager and City Cm nission, the Division of Development will establish development priorities and Plan, implement and monitor all phases of the development process including design, development, construction and management, in order to minimize costs, effectuate the most feasible development strategy within resource constraints, financial and social benefits to the City. and maximize $ZTcZn OBJECTIVES * To evaluate the marketabilit and f projects. Y easibility of major public/private development To administer the Unified Development project (UDF) process for implementation of Pubb c/private development projects as defined by Sectin 29 A(c) of the City * To provide a range of assistance to businesses seeking to within the City, function' locate, expand or remain t, the City administration. � as the main contact point for such contacts within * To coordinate the City's activities in the implementation of the Film Industry Development program. * To maximize rent revenues and maintain or improve the value of City -awned property by assisting lessees in the business performance of needed renovations, implementation of revenues. expansion plans, and identifying real property capable of generating B[1DGET HIC�ZGEil'S * heSoutheast$10 ,622v .increase in the FY'92 budget is primarily the result of including ertown Park West (SEOPW) administrative expenses in the budget. Metropolitan Dade County is still developing a policy relative to use of SEOPW tax rent funds for administrative costs. r` 1 : f . V. J. 143 10920 DOWNTOWN DEVELOPMENT SUPPLEMENTAL FEE $46, 959 ,s Uw DT�ISIONAL'BUDGEI'-ANDjbkbR,:--`may ?xf t.yag r yi I e I ' Adopt+ 11tiP.ildC 358, 562 191 tl�tj� �O `. 1415 Pest ions DESCRIPEInN On JAY 14, 1988, the City Commission adopted Ordinance No. 10461 creating a new Chapter 13.A of the City Code imposing a "Downtown Development Supplement Fee" to ac= mnodate the regional impacts of new downtown development. of four components, This fee is ccnnposed of which the "Transportation Mitigation Fee" Fee" will be and the "Air Quality accounted for in the Capital Improvement Fund, and Recovery Fee" and the "Administration the "DRI/Master Plan Fee" will be accounted Revenue Fund. for in the Special RMGM iMMII,Imm * The Planning Deft estimates that it will collect $46,959 in DRI/Master Plan Recovery fees and administrative fees in FY192 . 1Q9•20 144 IMPACT FEE ACMINISTRATION $36,000 bIVISIONAL �JDGET AND P06ITYON SUMMARY ;r< t l�.xlded Amended Adopted Am��ded Request 1g89.90 - 1990 9 � �'C'5�1'Inel Servlc>es Opexat3ng des' ` $ 48, 669 $ 53, 000 $ 53 y',000 '.: $- 3$, ON Capital outlay 77; 067 „; 53,000 $ 53000._: P-itions Ordinance No. 10426 created a new Chapter 54.6 of the City Code imposing an "impact fee" on additional development in order to finance related capital improvements, the demand for which is created by such development. Expenses to be incurred by the City in the administration of the Development Impact Fee Ordinance shall be reimbursed through the imposition of a non-refundable service charge in the amount of three percent of the impact fee due. SET HIGHLIGHTS It is estimated that the administrative fee will generate revenues of $36,000. �.f 145 10920 ENVLVNMENTAL STORM SEWER WATER FUND $6,100,000 t SLD N ii 1 �/^j�+��vm+pp+���� Ad rend 1. ,`, 5�.3 ;' V C1t tit � �f . s�,M MW ttllttAA(•1199(�-9171.f.�d �''s 1989-90 Sew bent 6;250,000" 6,25CI000 6,250000 6,100,Otl0 Service -0- -0- p •, TO operate, maintain and improve the Environmental Storm Sewer Management System. This Fund will serve as a clearing account for the collection and distribution of stormwater utility fees authorized by ordinance 10395, adopted March 10, 1988. * TO maintain and expand the City's existing stormwater utility system. TO construct ground water protection devices. * TO cmply with the State of Florida Clean Water Act relative to storm drainage improvements. * This fund will generate revenue of $6,100,000 of which $2,100,000 will be transferred to cover the cost of this function within the Public Works Department, $3, 975, 000 will be transferred to the Capital Inprovement Fund, and $25, 000 will be held in reserve for future expenditures. 146 ,t/ 0r40 10920 147 Department of Community Development Community Development Block Grant FY192 FUNCTIONAL COST FUNCTIONS POSITIONS Administrative and Managerial 4 Economic Development 4 Grant Program Admin. and. Control Compliance 5 Financial Management 9 Neighborhood Job Prog. 4 Public Education and Information 3 Social Services Programs Monitoring Total 36 Giants and Other Contractual Social Services Economic Development Housing and Preservation Public Improvements (Streets) Total i $326,748 329,457 354,661 656,778 257,613 190,694 626,649 $2,742,600 3 3 3 5 2 1 5 22 15 19 38 6 78 Grand Total $12,613,000 100 PERFORMANCE INDICATORS * Monitored 120 community projects. * Processed over 175,000 residents through the Manuel Artime Community Center. * Served 56 homeowners under the residential Paint Program. * Handled over 18,600 information requests. * Provided Technical and Financial assistance in the area of Economic Development. * Managed a loan portfolio of 38 loans from the Model City, city-wide and Mini-UDAG programs. * Monitored over $1.0 million worth of active Community Development "Float Loans". $1,891,950 2,380,596 4,823,638 774.216 $ 9,870,400 10320 148 J J DEPART OF COW&NITY DEVELORntM OC844JNM' Y DEVELOPMENT' BLOCK GRANT $12,613,000 �C.1T)GE?�' SUNIM�RY Attt�xded .Atneinded Adopted 1989--90 Attended . 1990-91 1990 -91 991, 92, $ 2,959,161 $ 2,142,750 ,$ 401,671217,464 2,142,750 $ 1,852,132 20; 443 14, 000 217,464. 14, 000 872468 18000 8;360;825 8,706,786 $ 0 $ 11,742;000 $ !1,081,000 8 706 786 11,081,000 9,870'400 $12,613 000 46,: 42 42 36 The Community Development Block Grant provides funds to local communities to undertake a wide range of activities directed toward neighorhood revitalization, economic development, and Provision of improved community facilities and services. All projects or activities must either benefit low and moderate-incom persons, or aid in the prevention or elimination of slums and blight. SELECTED OBJECTIVES * Zb provide employment and training oportunities to economically disadvantaged City of Miami residents. * To maintain private sector involvement in COMMUnity Development projects. * Tb participate in federal and state grant programs. * To Pete economic revitalization and business growth in the City. * To "Prove the delivery of social services to the City of Miami low income residents including the homeless. * The $2,742,600 budget provides the funding for the administration of the Cot =ity Development Block Grant and the operation of the Miami Neighborhood Jobs Program. The $9,870,400 is funding for community activities. * The 17th Year Community Development Block Grant Allocation of $1,532,000 more than the 16th year allocation $11,081,0ti $12,613,000 is * Ir►creased funding und ' be transferred ��► Private Industry Council allows four (4) positions to ing source in FY 92. 149 10920 Section 943.25 of the Florida Statutes, V of the Provides that all courts created by Article State Constitution shall, in addition to any fine or other Penalty, assess or $3.00 criminal as a court cost against every person convicted for violation of a state penal statute or convicted for violation of a municipal or county ordinance except violations relating to the parking of vehicles. $2. 00 of each $3. 00 assessment is forwarded to the Florida Department of law Enforcmnent for deposit in the CrnUnal justice Training Trust Fund. These funds are used to provide criminal justice training Program established by the Florida criminal justice Standards and Vining CmMission and the regional training councils. Generally Accepted Accounting Principals requires that this fund be shown in this budget. The $215, 000 is the FY 192 anticipated expenditure for jaw 'Inforcelnent Training activities. 150 t . I a J These monies will be used to fund Convention Bureau activities, Grand Prix $200,000, $25,000 for the Florida league Convention, and other tourist oriented events. 151 10920 UTILS'I'Y SERVICE TAX SPECIAL, REVENUE FUND $28,529,253 * Uis fund will contribute Fund for F ill Ii addition, frnan Utility Service Taxes to the ddition, this fund will contribute General Conferences and Conventions $4,042,359 to the Center Garage meter Enterprise Fund and $745,408 to the GovemmLnt Enterprise Fund to cover their deficits for F'Y'92 and $1,439,110 to pay for Certificate of Participation Notes. b':f1 152 10920 FISCAL YEAR 1991 - 92 INTERNAL SERVICES FUND APPROPRIATION SUMMARY ($000,000) FLEET MANAGEMENT ($10.9) 53.2% COMMUNICATION 1F ($3.7) 18% CUSTODIAL MAINTENANCE ($0.4) 1.6% PURCHASING ($0.9) 4.4% RINT SHOP ($0.9) 4.4% AINTENANCE ($3.7) 18% TOTAL BUDGET $20,461 ,483 10920 153 General Services Administration and Solid Waste General Services Administration Division FY'92 FUNCTIONAL COST FUNCTIONS Administrative and Managerial Communications Heavy Equip. Maint. Light Equip. Maint. Parts and Supplies Graphic Reproduction Procurement/Minority Women/Spec. Projects Electrical/Air Cond. Carpentry and Mech. Masonry Construction/ Painting Plumbing Outside/Other Srvcs. Total * Not included in Total 11 $905,869* 4* 20 3,694,730 18 43 4,025,616 20 49 6,049,491 30 7 844,380 4 13 879,261 4 13 889,836 4 14 11090,474 5 18 1,274,051 7 8 445,983 2 4 284,796 1 -9 982, 8_ L _ram 09 U 0,461,483 100 Replaced and/or added one hundred and eighty six (186) new patrol cars, 5 recycling trucks, seven (7) cranes, five (5) garbage trucks and twelve (12) 32 yard dump trucks. Provided in-house maintenance for 1900 portable, mobile, and stationary radios, with less than 7% repair rate, and typical turnaround (pending availability of parts) of ten working days. Produced in-house, approximately 3,900,00o pages of various quick copy duplicating, including all agenda items for 22 bi-monthly City commission meetings. Obtained approximately 21,000 bids by telephone and written for purchasing requirements of less than $4,500. for Implemented an in-house automated bar code inventory tagging and tracking system, which was used for the City-wide telephone system to provide management reports of equipment locations, quantities and -status. (100 systems) , 154 1.0920 The Department of General Services Administration and Solid Waste, General Services Division is an intergovenm ental. service agency which provides the following services: (1) building maintenance services; (2) camunications services; 3 Printing; (4) heavy and light vehicular ( ) i qh equipment purchases and maintenance; and (5) Purchasing Services. I' HIGf�IC[�i'S * This request is $1,215,441 or 6% I sus than the FY191 amended budget. * This request included depreciation expenses of $1,916,150. * This decrease is the result of increases in personnel services, capital outlay (Police Fleet) offset by reduced Certificate of Participation Note payments. j 155 I 10920 The primary responsibility of this office is to establish general administrative Policy for the following functions: (1) Heavy Equipment Maintenance; (2) Motor Pool Maintenance; (3) Print Shop; (4) Communications Services; (5) Property Maintenance and (6) Purchasing. The office is supported through contributions from each of its agencies. SEr ECIED. OBJECTIVES * To develop cost --effective methods of improving services, and reducing costs, through effective implementation of productivity standards and the efficient utilization of personnel, material and other economic resources. * To maintain accurate cost records for all equipment and services provided to user agencies. * To develop equipment, labor and overhead rates consistent with each divisional budget appropriation. * To analyze, compile and establish reports for management utilization about financial and operational results, studies, evaluations and simulations of Internal Service Operations. * To design, implement, upgrade and maintain a comprehensive, fully automated, management information system that can provide work order, historical data, billing, inventory and other information of a financial or operational nature, in a timely manner so that management action can take place. �1 1' HIGHLIGHTS * The Office of the Director is shown for information only. The cost for this office is funded from appropriations in the budgets of the operational agencies. * This request is $102,680 or 13% morethan the Fy'91 amended budget. This increase is primarily due to full funding for 2 positions transferred from ether operations. 156 " 1 Q`9-2 0 _..i GENERAL SERVICES ALl`2ZriISTRATION AND SOLID WASTE COMMUNICATIONS SERVICES i $3,694,730 I :.`DIVISIONAL', BUDGET AND POSITION SUNIl�R�f - r Amended Amended Adopted' Ail1p1 X%CI Tlt1P,� +Se1"Vices ;Op`t1�g'Expenses $ 905,261 $988,142., $ 988.142.:$ 2,154,393 2,006306 2,006,306 2,378,94 .Outlay 643,070 530700 530700 95,700 tal $ 2,8_ r.. .$ 3r2�, 4_ $ 31525,148 $ $; 6 4r Q_ 3r 25.148 sitions' Y_a 18 20 20 20 DESCRIETION N.y The Cwmmnications Services Agency is responsible for the planning, development, implementation and maintenance of all City -owned coammunications equipment, facilities and systems. This agency is also responsible for issuance and updating of Federal Ccammuaications Commission radio licenses; coordinating and billing of all telephone services; maintaining pager and radio call number records; preparation and printing of inter -Office telephone directory and preparation of the listings for the Southern Bell Telephone Directory. SELEC ED OBJECTIVES * To manage labor, parts, and materials for moving/relocating terminal equipment, including cables, connections, wire routing, etc., as necessary. * To reduce outside expenditures for Common Carrier co mmmications via efficient ,.,.I Utilization of the City Institutional Cable Network (INET). * To provide support and expansion, as necessary, of the INEI' distribution system linking all major facilities by designing and developing specifications for the installation, testing and maintenance of affected equipment by outside contractors. To operate Project City View as deterent to street crime via video surveillance. * To provide support ccmrmunications services for user events such as the Grand Prix, the Orange Bowl Parade, and the Miami Budweiser Unlimited Hydroplane Competition. ;� HIGHLIGHTS * This request is $169,582 or 5% more than the Fy'91 amended budget. This increase is due to additional personnel service requirements and operating expenses, to maintain the E-911 emergency system. * Depreciation expense has been set at $217,300. '`.+, 157 1092o QW'ML, ShpVICES ALMINISTRATION AND SOLID WASTE CUMODIAL MArMTI7J "CE $407,686 DIVISIONAL BUDGET AND POSITION 5C MMY AmendedAmended Adopted -=- Amended Requested 1990-91 9 "'M . i01111e1. SerV1C7E?., Op�'1.ating tenses $ -0-$ -0- $ -0_ $ _0- 350 006 Capital Outlay 300,000 300,000 407,686 -0- -0 ..7bta1 -0- -0- C- 3— 0.�, 00 100' 000 $ 407.6�tti � ' Pt�sitions DESCRIPTION This agency is responsible for_ buildings. These services are contracted to a custodial ithe services r 1vate for various City I SELECTED OBJECTIVES * To provide and maintain a satisfactory service for eighteen an and list effective level * ghteen (18) City offices and facilitievel ocustodial s during the fiscal year. To manage and administer the custodial maintenance contracts and performance of the various contractors, taking into consideration i accepting renewal options for performance and cost in * To initiate the bid expiring custodial contracts during the fiscal year. additional locations process for custodial services to be provided to new, or of performance, , and/or for expiring contracts with an unsatisfactory level * =s,=et hasin creased by $107 686 for FY192 due to an increase in custodial facilities. requirements for the police sub -stations and other City owned 158 10920 -�- X7h.o— ' This agency is responsible for the cost effective provision of quick copy, printing, cMPOsition, typesetting, and color and graphic work for the City departments and agencies. Additional responsibilities are the standardization of all printing needs and control of the lease or purchase of any form of duplicating equipmnt and associated peripheral equipment. x V �lYRb • ' 1�7 * To strive for uniformity by standardizing format, quality, materials, and paper stock. * To manage outside printing requirements, so that vendors conform to specifications as to quality, correctness, turnaround time and cost. * To provide typesetting and camera ready artwork for most printing requests and Citywide forms. * 'Ib strive for increased productivity through effective management and to provide safe working conditions for all employees through education, training courses, participative management and safety meetings. * To provide same -day delivery for City mail received from the U.S. Pest Office. * To provide for two scheduled interoffice pick up and delivery services per day. * To provide same -day ProCessing of most City mail requiring postage and delivery to the U.S. Post Office. * This request is $14,347 or 2% less than FY'91 amended budget due to a reduction in operating expenses. (Printing binding outside) * Depreciation expense has been set at $8,500. 160 10920 1244;�T: AND :)PQSJVJdk 'Ma-'ag Amended �d' ied Amen 624.740 2:40 2 159,:, $ 797 402� 159$ .12, 0 50: 1'3 22 '357" 11 050 55 :51 DESCRTP-pTrw This agency Provides maintenance to City -craned facilities and equipanent. ULEMELOMMMS- TO conduct a planned painting and masonry facilities. repair program for approximately 180 To Provide for Periodic electrical inspection and repair of 53 Park buildings and grounds to insure Proper and safe operation Of their electrical systems. office iP0reaVbiUdie1Z=gs Warm y fpaclumitiniegs repairs to approximately 50 major or City events, To Provide emergency air conditioner repair and approximately 40 City buildings and facilities cooling alternatives to Operating activities and events, to minimize disruption of none, L9 �-=,A , , I �tl �e, This request is 123 or 2% 19aa $65,- than the FY' salary re91 amended Supplies) budget due to lower requirements than reductions In operating e'j:�Wj ses. it conditioning 161 10920 !- Of DES© This division administers proper contract Procedures and is correct drafting of specifications for the responsible for ensuring required by the City'Purchase °f conmiodities and capital items Process; and Pressing Purchase requisitions: expediting the procurement inspecting and testing goods delivered to the Cit The Agent is also responsible for investigating new products and sources o Purchasing transferring supplies, materials and equipment between Cityde supply; in quantities which are departments,- and buying most economical for the City. This budget account also Provides a revolving fund from which general office supplies can be purchased in large quantities by the Purchasing Agent with resultant savings t0 the City. These supplies are stockpiled and issued on requisitions from departments, which are charged the appropriate costs. SEIE4=M OBJECTIVES * prepare and issue 6,000 upp Purchase Orders by obtaining telephone bids on amounts to $1,000, written quotes for more than $1,000 but less than $4,500, and Process 150 formal bids on amounts of more than $4,500. * To fully integrate Black His ,► panic and Women -awned businesses into the City of Miami's Purchasing and contracting processes, realizing an annual procurement goal of 17% for each targeted group as established by the Minority/Women Procurement Program ordinance. * To conduct public auctions of surplus and confiscated property as follows: Tme of Prot rt-v Xmber of Auctions 1. Police Auto Pound 2. Confiscated General Merchandise 3. surplus Autos & Motorcycles 4. Trucks and Heavy Equipment TOTAL * This request is $17,222 or 2% Is than reductions and lower operating expenses. 162 12 8 4 1 25 FY191 amended budget due to salary 10920 Department of Pension FY'92 FUNCTIONAL COST ; IEUNCTIONS 120STT29ILS COST PERCENTAGE. Administration: System 5 833,057 3 Plan 6 665,230 3 Retirement Payments - _22,802,720 94 Total LL $-ZL 301, 007 100 * Administrative costs, which include personnel, is reimbursed to the Pension Fund. RFORMANCF Th*DT�'ATORS * Managed over $650 million of investments for the Pension System/ Plan. * Issued monthly payroll checks to retirees totalling over $30 million per year. * Managed the records of over 4,000 active employees and their pension contributions_ 164 PENSION $24,301,007 'A 1TAI, ',gip POSMOW SUMNPM 1 xx ed Adopted Am r�ded 12eque�st $ 489,4n4 $ 483;961 $ 515,354 „$ 40,280 27,396,234 al Oc�tY ay 234,95323 /8060406 23;77;'�50 7Z7 11190 10,700 10,760 , 10,000 $,27;86 702 $ 27 897,538 $ 24, 0�,007 $ 24 ,301007 ' $24;3Q1 007 - ions City Staff SOa Staff 10 1 10 10 10 _: Tehteirpmenps-niton �t� AgencyFbndissetupto pay the cost of the City's empl ee The Pension Boards a °�' retirement systems and assure the provision mister and manage the employee employees and ,the actuarial soundnessretirement benefits to of the Citty s pension plans. former City SE�F.c*_rEp OHJECTn �F'S * To supervise and record investments of a and approximatel approximately $450 million for the System * y $240 million for the Plan. To keep records of approximately 4,000 active employees and their contributions. * To keep records of approximately 3,000 service and disability * Zib issue monthly payrolls to retirees totalling mill pensioners. nc! aver $30 million a year. 9MG- ' HIGHIIQ-'i'S * This request is the same as the FY'91 amended budget. 1 EMICTION Administrative and Managerial Property and Casualty Group -Benefits Workers Compensation Safety Insurance Management Total Self Insurance Trust Fund FY192 FUNCTIONAL COST 5 8 4 12 1 2 3L $473,859 3,553,941 12,895,442 5,523,856 61,197 _1,184,647 $ 3.69 ,942 P, AUORM"CF. TNDTCA'�'ORS 2 15 55 23 NI$ * Analyzed RFP responses and ' - Management Health Care Committee for their revded iew a dl ons action.Labor * Coordinated and implemented M. p A.D.D.'s Red Ribbon Project during the Thanksgiving - Christmas Holidays. * Identified and resolved retiree life reduction formula problem impacting 400 retirees requiring collections, reimbursements and/or data correction in computer system. * Assisted Labor Relations with FOP and SEA negotiations via providin technical or financial analysis of Health Trusts. g * Reactivated light * g duty program at Solid Waste. - Implemented a treatment and care program for Police and Firefighters with JMH Health Office regarding exposure cases. Presented monthly In -Service seminars to all City departments relative to health care and medical specialities. * Collections from all areas to include Third Party Liens, Special Disability Trust Fund and Property Damage, as of 4/91 totals tor exceed $500,000. and a projection total of collections by Fiscal Year end will .al or „j i ,1 10920 166 I 0 SELF INSURANCE $23,692,942 u �• -ar i� Lei � •e. e. i �. . Amended Amended Adapted Amhded ' c rab rig Expenses Capital 'outla $ 1 395j342 18965,162 $ 1,654,059 20,595,684 $ ' 1, 654, 059 20,992,529 $ 1 706, CI 2�971,-116 20,446 91446 12,,601; l4 46 ,. Pos ions 32 31 32 32 The Self �u'� Trust Fund was established on July 17, 1978, for the purpose of cx0bating the escalating cost of insurance premiums. its own claims service, while providingBY self -insuring and handling losses, the Citysaves adequate safeguards against catastrophic o substantial amounts of money, The intention of the City Ccetmiission is that the Self Insurance program should similar to a c0mlercial insurance operate and function in a manner financial reserves and secures ad y� To thiPerform s end, the progredram establishes ces economical and efficient manner. The Self Insurance �t Fund is services in an Personnel Management Department. Fated by the OBJECP7't7� * TO drove Our pre -employment screening process in order to preempt Worker's * Compensation Claims on high risk employees. To establish a computerized monthly receivables system for payment plan clients for better and more efficient control. * To improve the efficiency of collections/subrogation cater' system which allows for faster claims file revh the use of an on-line * TO streamline the review of lease agreements, professional contracts and other cone through direct coMmmications and handy * To maintain insurance costs as low as possible by by he �te ots f the�art techniques in policy acquisition. * in initiate a in structured settlement program to handle long term expensive claims all areas throughout the City. T HIG'n.T( FTs * This request is $1,033,753 or 5% more than the Fy'91 amended budget. Me major increases are attributable to additional health benefit requirements, Worker's Col nation claims payments and additional liability costs, '' 10920 The Redevelcment Trust Fund account is used to collect tax increment revenue generated by the City's tax increment district. The Redevelopment Trust FurxI account is used to finance or refinance redevelopment activities in the project area. The Southeast OVertown/Park West Tax Increment District Trust Fund will generate estimated revenue of $1,341,052 in FY192, of which $758,711 is from the city and $582,341 is fran the county. 168 4.0 9 2 0 CMI TAX INCREMENT DISTEU ✓ TRUST FUND $ 1,430,813 IUDMT. AND ITION wed Amerced "` Arnexated-Ad ed:'; 91 669,605 41 A 4E 813 Capital Outlay 0 o 605, 413 8341J 13,834: DESCRIPTION The CMI Tax Increment District Trust Fund account is used to collect tax increment revenue generated by the City's CMI tax increment district. The OMNI Trust Fund account is used to finance or refinance redevelopment activities in the project area. BUDGET BIGM—GHTS The CMI Tax Increment District Trust Fund will generate estimated revenue of $1,430,813 in FY192, of which $809,494 is from the City and $621,319 is frtm the County. Unappropriated funds will be transferred to the City' s Operating budget. I J J �J 169 10920 THIS PAGE DELIBERATELY LEFT BLANK f 0 V 2 0 FAV! ,l171 The purpose of Appendix A is to show historical data for departments and divisions which have been reorganized or deleted, or which have had functions and activities transferred to another operating department. This information also fulfills the requirement of the City Garter which state`; that expenditures for conducting each department, division and office must reflect the two previous years. Amended Amended Adopted Amended Requested 1988-89 1989-90 1990-91 1990-91 1991-92 SAL FUND $ $ $ $ $ 147,440 147,440 -0- -0- -0- Off. of the Direct -,or CMMIUnity Developanent 235,092 235,092 -0- -0- -0- Coamunity Programs 476,538 476,538 -0- -0- -0- DevelopTent 1,025,871 1,025,871 -0- -0- -0- OIAL AUDITS AND REVIEWS Fh xprise Fund Change Bowl Warehouse Bonds y and Lease 36,972 36,574 -0- -0- -0- Management 2,818,769 4,909,998 -0- -0- -0- SMclal Revenue Fund H� Con�n�+ion ` and Developanent Ager�cy_ Director's Office 314,622 314,622 -0- -0- -0- Housing Conserv. Housing Develop 11,280,084 11,280,084 -0- -0- -0- Tent Cable Television 580,381 580,381 -0- -0- -0- 900,000 505,115 -0- -0- -0- 10920 �� THIS PAGE DELIBERATELY LEFT BLANK GU)SSARY OF BUDGET TEEMS AcQunt Code - A numerical code used to define specific types of financial accounts such as departments, programs, major/minor codes, etc. Accrual mt; J - A basis of accounting in which debits and credits are recorded at the time they are incurred as opposed to when the cash is actually received or spent. A.LYalor+ein Tam - A tax levied on the assessed value of real known as "property taxes") . property (also Allocation - The expenditure amount planned for a particular project or service, which requires additional legislative action before expenditures J may be authorized. A-DV12QPia n - A legal authorization granted by the City's legislative authority to make expenditures and incur obligations for specific purposes. Assess? Valuation - The just or fair market value of land, buildings, and business inventory and equipment as determined on an annual basis by the County Property Appraiser in accordance with State Law. :''j Balanced Budaet - A budget in which estimated revenues equal estimated j expenditures. 1d Fund - Money obtained by the sale of bonds for use in construction of �x capital facilities. Bdget - A balanced fiscal plan of programs, services, and construction Projects funded within available revenues, within a specific period of time (usually 12 months). Budget AM939bent - A formal action by the City Commission to adjust the budget after adoption. These amendments take two forms: The transfer of an appropriation from one departmental budget to another; or the appropriation Of new sources of revenue. fidget Messa�g - The opening section of the budget which provides the City Commission and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the City Manager. Wdget MM t_oriM - The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. CAVi F4UiMent - Equipment with a value in excess of $100 and an expected life of more than one year such as automobiles, typewriters and office furniture. 10920 B-1 1") A budget including those approved capital nProvcements contained in the first year of the six -year capital Improvement Program. 2rQ9r7m Annual appropriations in the Cityis budget for capital Purposes such as street improvements, construction, and s building Me kinds of facility maintenance which are supported by a six year expenditure plan. This plan details fund sources and expenditure amounts that these large, often multi -year projects will require beyond the one Year Period Of the annual budget. IU An expenditure category for equipment, vehicles or machinery that results in the acquisition or addition to the Cityis fixed assets. Q9t--WU&Y- 9M=t Blo-ckk Grant. A U.S. Departalent of Housing and Urban Development grant which local governments receive annually to support economic development Projects and services for low-income target areas. Q23=t-%M9*-- Taxes that are levied and due within one year. WALB%Mige- - The City's obligation to pay the principal and interest of all bonds and other debt instruments according to a pre -determined payment schedule. Q0-'MUMt-Taxes - Taxes that remain unpaid on and after the date on which a Penalty for nonpayment is attached. DMkIlt=2t - A major administrative division of the City which indicates overall management responsibility for an operation or a group of related operations within a functional area. QMrW-i&tinn - The decrease in value Of Physical assets due to use and the passage of time. Payment for goods and services. WY15i9a - The second level in the specific function is carried out; formal City Organization in which a department. several divisions may comprise a single FJ)QMbIMVQP-1S- - The commitment of appropriated funds for future expenditure. &MteQRd-$e-JWDd- - A governmental accounting fund in which the services Provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to insure that revenues are adequate to meet all necessary expenditures. Enterprise funds are established for services such as solid waste and golf courses. B-2 I I r"Q - The amount of Projected revenue to be collected during the�Ism�iyear. The amount of revenue appropriated is the amount approved by the Ccamnission. Z M p A portion of the total valuation of property which is made not subject Property taxes. An example is Homestead Exemption. Z "Dditg - This term refers to the outflow of funds paid or to be for an asset obtained or goods and services obtained paid the expense is actually paid. This term applies to all ffinds. Note An encumbrance is not an expenditure. An encumbrance reserves funds to be amended. Charges incurred (whether paid iYmnediatel or Operation, maintenance, interest and other charges.ZigglY unpaid) for --- Y-0= - The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Miami has specified October 1 to Se f � p'te2nber 30 as its fiscal year. Fixer3 %W.tS - Assets of long-term character which are intended to continue to be held or used, such as land, buildings equipment. machinery, furniture and other EWXL nl - An accounting entity that has a set of self -balancing accounts and that records all financial transactions for specific activities or gOVernmwt functions. Eight commonly used funds in public accounting are: debt service funds, capital projects general fund, special revenue funds, M1 funds, enterprise funds, trust and agency funds, internal service funds, and $ special assessment funds. BA1WX* - Refers to the excess of assets over liabilities and is therefore also known as surplus finds. Offl=1 FMd - A Central fund into which most of the City Is tax revenues and discretionary resources are pooled, and which Operations of city gOVernment. supports nY of the ndg - Bonds that finance a variety of Public projec such as streets, buildings, and ts is usually made from the General nProvemits, the repayment of these bonds , and these bonds are backed by the full faith and credit of the issuing government. - A contribution made by one governmpntal unit to another. The Contribution is usually made to aid in the support of a specified function but it is sometimes for general purposes, - Payments made to the City by grant -funded Programs to cover City administrative overhead costs. These Payments are Payment frc m one City department to another.. usuall made usually for equipment or for services rendered, and are Y by way of the Internal Service Fund. -� B_ 10920 3 Int&zf9Dd-7=sf= Amounts transferred from one fund to another. Funds used to account for the financing of goods or vices provided by one department to another department on a cost ursement basis. XOST- - To impose taxes, special assessments, or service charges for the support Of City activities. Une=j±M-Budge-t - A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. Cents Sajps 7�ax - The value of 1/2 cent of the State sales taxi which is returned to the City on the basis of population. A tax levy of up to six cents on each gallon of motor and special fuels sold, which can be imposed by Dade County in accordance with State law, and which is shared with the cities in the county. Of issuance. - Debt with a maturity of more than one year after the date P�aintcna-� Of otlevel Of-S=Uo—e - The resources required to provide, tnrOUghOut the next fiscal year, the same level of service as provided on September 30 of the current year. The estimate takes into account increases in the cost of providing services. Mi22A9D—Rate - - One mill equals $1.00 of tax for each $1,000 of property value. The millage rate is the total number Of Mills of tax assessed against this value. Monies received by the City which are not additions to assets Of the City as a whole although they may be to the receiving agency. Expenses An expenditure category, such as Personnel Services, operating and Capital Outlay. QWJMtiD9--B9d "e - A balanced fiscal plan for providing governmental Programs and services for a single year. An assoc expenditure category which includes all costs associated With the general operation of a department such as office supplies, vehicle fuel, rent, utilities, etc. A fund restricted to a fiscal budget year. An expenditure category that includes employee costs such as salary, wages, shift differential, holiday pay, etc. 10920 B-4 bud d Estimates of anticipated revenues, amounts for specific time periods, year 5' or other usually fiscal T x r n, - The value derived b y mul Mlllage rate by the net taxable the property tax assessed value of property P the city. ,rty� Taxes paid on the assessed builds, �g business inventory or equipment. °r Justnvalue of land, Comnto n these agencies my called self-supporting' or nenterprise,n Pay for all or most of their cost of operations from user fees, and receive little or no general property tax support. i7iat�on - A detailed summary and decreases in dePartMental expenditures from one budget year to an tho er � Funds that the government receives as income. ,� itemsIt includes such as tax Payments, fees for specific services goverrnnents, fines, forfeitures , receipts from other , grants, shared •ins. revenues and interest due rrb - Bonds usually sold for construct' a project that will Produce revenue for the government. revenue Principal and interest of the bond. The revenue is used to pay the ue �hari� (Sy-�}„/Fed ral governments with l - - Funds distributed by formula to local tieused.sefew or no limits on the purposes for which funds . There are separate State and Federal revenue sharing programs. Rlo11ed bgrk illago Rab„ - That millage rate which will Property tax levy as was levied duriousng Provide the same ive of levies on new construction, additions to vstructures, scal deletions ,and Property added due to geographic boundary changes. of Reye_nue - Revenues are classified accord' to Point of origin. their source or Z RM=M - That Portion of the property uncollected during P Pe Y tax levy which is estimated to be u s after � the fiscal year and which remains uncollected after 60 Y the close of the fiscal year. ��� - An acronym referring which wasto taxation amending Chapter 0 274 of House FloridaStateState an act tatute.relatee Local Gave rmlent 1/2 Cents Sales Tax) UnElx9nnhr�w.r7 Balance _ Amended nor erlThe amount of an appropriation that is neither cumbered. It is essentially the amount of money still available for future purchases. � M � B-5 10920 FY192 FUNCTIONAL TABLE OF ORGANIZATIONAL CHARTS TABLE OF CONTENTS �11i City Manager .............................................. CityClerk C-1 ................................................ CivilService C-2 ............................................. Computers C-3 ...............•..................... Finance C-4 ............................... ..... .......... Fire, Rescue and Inspection Services ....................... C-5 C-6 Internal Audits & Reviews ................................. C-7 Law....................................................... Budget C-8 ...... � ...... .. ..... ...................... Parks, Recreation and Public Facilities .................. C-9 C-10 Personnel Management ..................................... Planning, Building and Zoning (General Fund) ............. C-11 C-12 Police ... ............................................. PublicWorks C-13 .................... International Trade Promotion ............................ .C-15 C-14 General Obligation Bond ....... ..... ...............C-16 Conferences, Conventions and Public Facilities............ C-17 Parks, Recreation and Public Facilites (Enterprise Fund).. C-18 Planning, Building and Zoning (Enterprise Fund) .......... C-19 Solid Waste .............................................. Rescue Services C-20 .......................................... Development and Housing Conservation ..................... C-21 C-22 Community Development .................................... C-23 Jµ� General Services Administration .......................... C-24 Pension . • Self Insurance C-25 Trust Fund .............................. C-26 Downtown Development Authority ........................... C-27 Department of Off -Street Parking ......................... C-28 r Miami Sports and Exhibition Authority .................... C-29 Bayfront Park Management Trust............................C-30 .�J i 10020 THIS PAGE DELIBERATELY LEFT BLANK 10920 OFFICE OF THE CITY MANAGER FY'92 FUNCTIONAL TABLE OF ORGANIZATION EXECUTIVE MANAGEMENT AND ADMINISTRATION EXECUTIVE MANAGEMENT CITY MANAGER 1 EXECUTIVE AIDE 1 ADMINISTRATION 2 ASSIST. CITY MANAGER 4 SPECIAL ASSISTANT 1 EXEC. ASSIST. TO CITY MGR. 1 EXECUTIVE SECRETARY 4 CLERK/RECEPTIONIST 1 GENERAL CLERK 1 12 AGENDA PREPARATION AND GRANTS MANAGEMENT LEGISLATIVE ADMIN. 1 ASST. TO LEGIS. ADMIN. 1 ADMIN. ASSIST. I 1 3 c-i 10020 ELECTIONS CREF D91UTY ClERI( 1 TECH. OP.IINSON 1 2 OFFICE OF THE CITY CLERK FY92 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATION/COMMISSION MEETINGS CITY CLERK 1 ASSET. CRY CLERK 2 RESEARCH/SPECIAL PROJECTS AND PUBUC INFORMATION GENERAL CLERK I 1 TECH.OP, UAISON I ADWN. ADE II 1 TECH. OPER COORD. i TECH TRANSCPoEER 2 6 MICROFILMING/RECORDS REOORDS RETENTION COORD. 1 TECH. OP. MON 1 2 c-z 10920 I1 OFFICE OF CIVIL SERVICE ~� FY'92 FUNCTIONAL TABLE OF ORGANIZATION CIVIL SERVICE BOARD ADMINISTRATION SEC, CIVIL SERVICE BOARD ADMIN. ASSIST.II SECRETARY IV TYPIST CLERK 11 4 JUDICIAL/LEGISLATIVE AND PERSONNEL ADMINISTRATION C-3 109"( 0 DEPARTMENT OF COMPUTERS FY'92 FLI C ONAL TABLE OF ORGANIZATION ADM IN STRATIVE AND MANAGERIAL CAB.E COMN. ADMIN. I ASSISUNFTO Cl I I TECHNICAL SERVICES Ap1IN AI?E I I SECRETARY N I PROGRAMMER I 4 DATA WE MANAGER I SY"iETdS SOFII� M(;Et. I SYSfEM5PROGRkME 2 5 INFORMATION CENTER PFORMAliON CTER. fJCR. I PROGRAMMER i PROGRAMMER ASS6fAN1 3 INFORM, CTER. SPEC, I 6 SYSTEMS AND PROGRAMMING DE P ORECTOR I PROGRUM CHEF I PROGRAMMER SR 5 PROGRMER 6 SYSTEMSANIAYSTSR. 4 PROICTANALYST 4 21 COMPUTER OPERATIONS ASST. DR COI,IPUTERS 1 PROD. CONTROL SUPYR. i COMPUTER OPER SIPVR. 4 COMPUTER OPER. CHIEF 1 OATAUWMM I COMPUTER OPERATOR I 1 COMPUTER OPERATOR II 4 SCHEDULE�1)D�RR 1 STOCK CLERK I f 15 c-4 10920 DEPARTMENT OF FINANCE FY'92 FUNCTIONAL TABLE OF ORGANIZATION DIRECTOR I omAL/APROV.ADMN. I TYPIST CLERK N I � AD IN. AIDE 11 I ACCOUNTS PAYABLE 2 Ma GENERAL LEDGER � I ACCOUNTS RECEIVABLE CLERKII I ACCOUNrANTSR. AISISTANTDLRFCTOR I 7NTCLERI( ]2' UNTANTSUPAL TYPIST CLERK le ACCOUNTANT 3 ACCOUNTANT 2 SECRETARYU I ACCOUNT CLERK 2 UCENSINC CERTOF USE �ACCOUNTCL EPAYROLL 6 AGO. DIRECTOR I INVESTMENTS 7 REYENUEINSDEC.II 2 ACCOUNTANT SENIOR I ADNIN.ADEII ACCOUNTANTI ICLERK `I i CLERK 1 2CLERK 1lppp =CMOL-LECTIONS SAC NCOIUI�dTC _ " S.W. BILLING AND COLLEC. ACCOUMA sCLERK I II i e rwf • FUNDED FROM CAPITAL MPROVEMENT PROORPM INFORMATION PURPOSES ONLY. C-5 10920 DEPARTMENT OF FIRE, RESCUE AND INSPECTION SERVICES FY'92 FUNCTIONAL TABLE OF ORGANIZATION DISPATCH/COMMUNICATIONS EIATTAU0N CHEF COMM. OPER.SUP✓R. 4 COMM.OPER. 21 FIRE CAPTAIN 3 FIRE FVM I FIRE UEUTENANT I SVETII ARY PROGRAMMERASST. I S3 EMERG. FIRE 849C LIFE SUPPORT AND CODE ENFORCEMENT QATAWONCHEF I DISECOMMANDER 13 CAPTAINFIRE RFE LEUIiANT 70 FIRE FIGHTER 351 SECRETARY III 483 TRAY NI NG/R ECRU TTMENT DIRECTOR OF TRAINING I FIRLEUTENANT E CAPTAIN3 FIRE FIGHTER I 2 TYPIST CLERK II 1 8 ADMINISTRATIVE AND MANAGERIAL �STANTCHEF 2 EIECUTIVEASSISTANI 1 ADMIN. ASSF.11FISCAL ASST. 1 ACC UAFF Nf CLANALYST 1 AD IN. AIDE II 1 FREFIGHTER RECEPf10NST/P.T. 2 SECRETARY III 2 SECRETARYIY 1 15 INSPECTIONS AND INVESTIGATIONS CHEF OF FIRE PRINIRiTION 1 DISTRICT COMMANDER 1 FIRE SAFETY SPEC. SUPV. I SR. FIRE 94 M SPEC. 2 LO.. TECHNI :IAE SAFETY�N IC. I1 FIRE CAPTAIN I rRE FILIEUTENANT nGm 2 12 TYPIST CLERK11 3 37 EMERGENCY ADVANCED LIFE SUPPORT SERVICES CHEFOFRESCUE I FIRE CAFTAN 3 FIRE 71 1Di EDUCATION AND INFORMATION 84TTAUON CHEF I D(EC. ASST. TO FIRE CHIEF 1 COMM, INYOL.AXr, I EXECUTIVEASSISTANT I HOME RM/P.T. nRE SPTY�SlNRT4EY 2 FIREFIGHTER 2 TYPIST CLERK II 1 TYPIST CLERK III I FREINFORM.SPEC. i GGR�APHIICC IILUSTRAATOR/PT I lT PROPERTY, EQUIP. & FLEET MGMT. BAT E UON CHEF I ASST.FLEETMANAGER 1 FIRE LIEUTENANT I FREFIGFRER 7 GRAGE ASP. SL PT. 1 GA�AEQUIP. MECH. SLPR. HFAW"' 6 �EQUIP.HELPER 1 TYPIST CLERK I 1 STOCK CLERK I 1 STOCK CLERK I I 24 C-6 10020 DEPARTMENT OF INTERNAL AUDITS & REVIEWS FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL i DIRECTOR 1 SECRETARY III SECRETARY N l AFFIRMATIVE ACTION „ AFFIRMATIVE ACTION SUPERVISOR 1 TYPIST CLERK III 2 ADMIN. AIDE I 1 .,► 4 +wnl C-/ e INTERNAL AUDIT TECH. SUPPORT MGR. 1 ADMIN. ASST. III 1 ADMIN. AIDE I ASSISTANT AUDITOR STAFF AUDITOR PPAL. STAFF AUDITOR SR. 3 STAFFAUDITOR TYPIST CLERK II 10 10920 DEPARTMENT OF LAW FY'92 FUNCTIONAL TABLE OF ORGANIZATION LEGISLATION LWISTATNE COORD. TYPIST ftm II I 2 LITIGATIDN AsssTArr MAT»: 6 LEGAL SECRETARY SENIOR 2 LEGA_SECREIARtY 3 Ti ADMINISTRATION CDYATTORNEY I EXEC. SEC. TO CTYATTY. I ADMINISTRATIVE ASST.1 I SWUCNEdIMI)OPERATOR 2 LEOALSMAIDE 2 CLERK II 1 8 LABDR/CML SERVICE WORKMAN'S COMP POLICE LEGAL DEPUTICIIYATTY. AS51SM CRAM. 2 I EEXSECRETARY I ASSIST. CITY ATTY. 5 LEGk SECRETARY I LB AI. SECRETARY 2 4 LEDAL SECRETARY SR. 1 9 COMMERCIAL/REAL PROPERTY ASSISTANT CITY ATTY. 7 SY:tO SECRETARY I LECAL SECRETARY 4 12 -8 10920 r DEPARTMENT OF BUDGET FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL DRECTDR I ADAN.ASSLI I s FORD., COORD. do EVALUAT. BUDGET ASSISTANT DRECTDR I BIMUAMSTM T I IMNACEAIENTANA VAS9r. I ».. MAt4 E IXOPERANALYST I MANAUENTMkLYSTPPAL I YANNCELIENTANALYSTSUPVR. i TYP6fCLERKIf I SECRETARY 11 I 8 BUDGET MONITORING AND PROJECTION YANACEIENTANALYST ASSISTANT p YANACEIENTANALYSTSIPERySpR NANAGE6ENTOPERATIONS*KYST I ACCQWCIERK 5 REVENUE/MANAGEMENT YANAGEIffNTANALYST PPAL I YANAGE►ENTANALYST ASSISTANT IIMIAGE MOPEWOIONSMNLYST I ADMIN. ASST. I 1 4 DEPARTMENT OF PARKS, RECREATION AND PUBLIC FACILITIES FY'92 FUNCTIONAL TABLE OF ORGANIZATION [WT CARE +IDYI45TRIlhf Ala IMN1GDiYl 1MttaCAf'PED 00' GIREADYN. TYPfTfiM Si�lR! 1 ORM j AM OCU fI pAw.LEM G SEC. j 4 � j EOORp. Ttt�ISfCIpiCPR; I � 4 RM NAl DWKE DPERADONSAMMMUIOR TYR4T ClEI>i II Z I Sl1PMR. 1 ACQIIIiGNfEI P+mSGEGERKVpR 4 SfLTiEtAfy I NRO FDUP. 0?FR k I PAWS PlAtd4110 con � PARI6SUPH21 t 9 PARK90P.[OOFa 1 14 CIEFCF CfEPoI101I9 t +�'T WffOF'OP. BiAAGt OP. SIIW. j PECRfilTION'y, PRD6RN11S IZ 12PpiCMPRl +�srAlliOFEEpR 1 A�'I DPBtI AlROEQUP.OPD2.1 q RFC DSUrAR 4 AUO E01�. OPER M Ik�FAt 6MF2f RFP: 4. POOI INfAf£RS GOLN Z —qRP. Z CROlA05T j tl R8 u. 1 Llum t 7FfETHMCREWLEADER t ADI t llST i T1WSfC al mmm �R 1 i1NSa2SPE0ALHf I 70 48 C-10 10920 DEPARTMENT OF PERSONNEL MANAGEMENT FY'92 FUNCTIONAL TABLE OF ORGANIZATION MANAGERIAL ASSISTANT CITY MANAGER OEPIJiI' DFiECiOR I EXEC.SECRE7ARY ASW. TO DIRECTOR 1 SECRETARY n I PERSONLELADE 5 APPLICANT' PROCESSING T_ ,rv.! CLASSIFICATION AND PAY RECORDS MAINTENANCE TYPIST CLERK 1 PEFISONNEL AIDE CLERK11 1 PER`+ONrElASSST I PERSONNEL AIDE I PERSONNEL. SLIPW. PE NEL OFF. SR. I 2 I CLASS. AND COMP. SUPV, I MEDICAL I 4 CLERK 1 I TYPIST CLERK II 1_ IABORATORYNDE I RECRUITMENT AND SELECTION J TEST VALIDATION I PERSONNEL OFF PELOFF.SR. j PERSONNEL ASST. I LIBOR RELATIONS PE PISONrElCLEFApJN.ASSIST, I n 1 I'FR90NNELOFF. SR. 3 VALIIDA� PW• ' LABOR RELATIONS OFFICER 1 6 ASST, LABOR REL OFFICER ADAIN. 5EC.11 I 9ECRETARYII I TRAINING ADAMLSTRATLrEA56f 11 I TRAINING k DEY. COORD, I 5 TYPIST CLERK III I p, 2 �.1 J 1 C_ 1 [[ .�U92o DEPARTMENT OF PLANNING, BUILDING &ZONING PLANNING DIVISION FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL SUPPORT SERVICES ADIAN. ASST. I DEPUTY DRECTOR I SEMETAKt' IV I ASST. DRECTOR 2 TYPIST q_m II 1 - IYPISTCLERK 1 1 3 TYPIST CLERK I I PLANNING LL.II 3 0 HEARING BOARDS PLANNING DATA GENERAL PLANNING AND ANALYSIS PLANK TECH. 1 PLANNERII I PLANNER 5 PLANNER II i PLAPER 1 2 PLAINER 1 1 - 3 7 ZONING CODE ADMINISTRATION PLANNER II I RAPER I 1 2 E., C-12 10:0 2 0 DEPARTMENT OF POLICE FY'92 FUNCTIONAL TABLE OF ORGANIZATION OFFICE OF THE CHIEF 1 ADMIN. AND IM WIAL I I MEOW RELAMONN5 INSPECTIONS 4 OFFICE OF PROFESSIONAL COMP. 4 i 25 µ OPERATIONS ADMINISTRATION ' Investigative AOMMSTRATIONDNSION 5 CRIMNALIRkST. DWON COMMUNICATIONS SECTION 183 J CRIMINAL mST.SECTTON SPECK INVESTS S�ggl �ryE SECTION 12B SUPPORTSER�CE5SEC110N PERSONNELRESOLRCEMOT. III SECTION 45 39 PROPERTY RESOURCE MOT. 56 IMEST. SUPPORT SECTION DUSINESS YANAOEIENT SECT. 25 i 276 374 Patrol FIELD OPERATIOPS 3 PATROL F � 214 PATROL. NORTH DISTRICT PAW SOUM DISTRICT 167 FELDSLPPORTSECTION COAMLNRY RELATMkIS 210 194 50 884 �J I G 13 10920 DEPARTMENT OF PUBLIC WORKS FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATION AND MANAGERIAL OIECTOR 1 ASST. ' DI I OPERATIONS/ADMINISTRATION sNaRAccaAITART t A=Wr KCTOR SEIIETARTIIN 1 AIITOEOUP.OPER.I 1 ACCOUNT CLERK ACCOW CLERK I SECRETYPIST am ITmm CLERK I I 1 T1P5TTClFPoC II 1 1 DM CLERK I 5 �. oorFo. EICR. r i 15 CNIL ENOINEERTNG CONSTRUCTION/ADMIN. OPERATIONS/ ST. LlwENG.I t ASSr. DIRECTOR 1 STORM WATER MAINTENANCE CNLDONEER1 3 CMLBMERI t PLB.MKS.M. 1 a& ENC W 1 3 CMI EEGffi l l 1 GIN. ANT. REP. �� EER I I 4 SECRETARRY ADW AIDE1 1 � t ENG. TECH k f TYPSCTCIFwI AE01 4 TIPISTamil t 1 1 AEO 11 WBOPER II 3 I 17 SURVEYS IA&IRCREWLDAOERI 1e ARCHRECURAL ENOINEERING SURTO IINSPECTIONS STNTSERWEA�E 1 ENG. TECH. M ERG TECH 11 t OPER.LSTREET & CKENAIERI 2 HWWI.TMI 3 y ENGIEERI t RIGHT OF WAY MAINr, aimex ENO. 1 ENG TECH I 2 Q O rECR N B P CRE 7 ETx.1 1 TOCML D40. TECH. 11 LeB R . e ACCH H 1 ENONEFR 1 E q W. MELH M. t AUTO EOIAP. OPER. n z 1 CTUB fNWS. 1 1 1 AUTOEOIIIP.OPER.II p AWDEOUP.OPER.1 4 ENG.TECRI 1 _ CONTRACTING SERVICES TT AUTO EOUP.OPER1 11 11 LABORER 11 t CIVLENO URII I GEN.NNNT.IIED.- EIIGTECH.11 I PNKT/►ECH. ST*FIERNCESNOE y t 4 31 ��. 109,20 G14 INTERNATIONAL TRADE PROMOTION FY'92 FUNCTIONAL TABLE OF ORGANIZATION TRADE PROMOTION DIRECTOR 1 Ww sm. OOORD. 1 ADNN AW.I I TYRST am II I 4 C-15 10920 GENERAL OBLIGATION BONDS FY'92 FUNCTIONAL TABLE OF ORGANIZATION FINANCE DIRECTOR INVESTMEM/DEHT SERVICE DEEITSM(ICE COORD. I 1 ASSESSMENT LIENS ACCOUNfCLERK 2 WiRIE COLLEC. SUPVR I ENG. TECR II 1 ENG. TECH III I SPECK AIDE I ADMN. OFFICER CC I PROFESS. ENG.I1 1 6 `. C-16 10920 a AOlrl swT VT �I DEPARTMENT OF CONFERENCES, CONVENTIONS AND PUBLIC FACILITIES FY'92 FUNCTIONAL TABLE OF ORGANIZATION OWE A9y4iMITDtiI CLHtICt 6ETiillLYECfIMCR 1 +As T�R1TOIiI fOR 9k 1 t 9ECAEWRfT N 1 4 SPECIAL EVENTS C4NIEMIa ma. , OFFICE OF PUB. NFOR. DINTCOUDWOR 1T�Q�Aici j RlBIICNR1R911aR 1 %BAE1. Awff 1 I MELSPEC. I mmamtmt 1 m mclal�I , t MSTAD�I ��t COCONUT BROKE CONVEN MUM- 99T. I pq 1 SPECIY EYEMSACE 1 1 1WE AI1dIGFitMftllNl�R 9 j Im.AlAImA11111[CER i FACOPBt%M DEBTSEME nmamsDEMCKTION FACIN t MGML GROUP/ mom 1 BDBBY MADURO MM STAD WOPEROM A PAN NG GARAGE IA 6RCUD9TE11]ER NARINESTACNUM DUB.REL9PF>;: � t tam MTMM I I C-17 10920 DEPARTMENT OF PARKS, RECREATION AND PUBLIC FACILITIES ENTERPRISE FUND FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADMINSTRATNEAND MANAGERIAL AMISTRAW AIDE I MARINA OPERATIONS HARM FOLm LM I MARINASASSISTAHT g MARINA FAC. ATTEND. K$aNASAIX 4 4 14 1 GOLF COURSE OPERATIONS SUPT. OF GOLF I PARKS RR. I 1 GOLFCOLWSEAUENQWT 7 HORTICULTURIST I 10 C-18 i 0 0.9. ( DEPARTMENT OF PLANNING, BUILDING AND ZONING BUILDING AND ZONING DIVISION FY'92 FUNCTIONAL TABLE OF ORGANIZATION ENVIRONMENTAL CODE ENFORCEMENT SECTION CHFFZONNCINSPEC ZONNOINSPECTCRI 13 TYPIST CLERK II f TYPISTCLERK 1 1 EW i INSPEC. II I ZONN6 ISPECTOR II 1 b �TARY 11 24 ERMITS AND CONTROL SECTION I�I'R.OFPERMRSANDREV, F j PST CIEPo(II I II ERK III 1 .„ ERKII CLERK I 2 z INSPEC. SECTION 7PWMBING & INSPEC, I e.1 5 PEC, II2 RK II I 9 �J el \\'A{J ADMINISTRATIVE AND MANAGERIAL SUPPORT SERVICES DMN DFECTOR rX BULDNOON.CHEF 1� 1 TYPISTCLEPK II I SECMARY N I SECRETARY II I ADNNSTRATNEASST. 1 4 ` ELEC. INSPEC. SECTION MECH. INSPEC. SECTION CIF. MECH, INSPEC. I ELECT.0NSPEC, I�� b MECH. Its C. i 8 2 ELECT. INSPEC. II 2 TYPIST CLERK III TYPIST CLERK II 12 9 STRUC. INSPEC. SECTION FANG. CODE EEFDMEM SECTION CIF. EILW. NSPW. I A�ISTANTORECTOR I 9.DG.INSPEC.1 g ELDO.INSPEC.If 3 CHF. CODE ENFORC, OFF. I CODE ENFORC. SUPRy. SECRUARY 1 1 B1.0016PEC. II I 11 PWYB N9PEC.I 1 1�CH.INSPEC.1 HEARING BOARDSADMIN, Z r l Cl ASST. EXEC. SEC. I 0 RESEARCHASST. I SECRETARY III I TYPIST CLERK II 2 TYPISTCLERK 11 I ti C-19 10920 DEPARTMENT OF GENERAL SERVICES ADMINISTRATION AND SOLID WASTE SOLID WASTE DMSION F`f 91 TABLE OF ORGANIZATION ADMINISTRATKAND f,{dNAGERaI OEPIlfYIii em I 3 fMR4lE1p7A95fSfOR I ASSGpI(PROI:tR�4A I COOEEaFORCENENT aoEl I RESD. GARBAGE COILEC, 91N 18PEC. CHU CUS>fgW I� I WI .1 10 Q61001W l I PHR/"y1FF1YffFr 11P6TClE1�(1 I I VASEOOtlI�.SI�iA55f I fl1141E0011 l R iBd SER4NESA9E mp. x COORO. I 13 i1P6fCtml I %AHstuEM ASf ECQ1f1.op. 1 1 mmi 41 RIbBBH CDl1EC. do SPEC. EVENiS mcmilI 7tPB7f]mN 9ACK[im I Sk PL IEDL IE M I 4 nf�(I Asmiwa n IdIAEC>)l1EpOROPERI NASfiIYllIECfOR 1 I 6E?FRKIAE(1RER 1 214 NMmt. op. 1 2J wfEmw.OPHi. 21SNAm 5n. 5 STREU CLEANM 'KSI MM- SI1Pf.07. I . 117 COf , GARBAGE COM. WMIEMMOR 9 wEf1 m7cROP.1 11 RECYCLNG 16157E MUMOR sW1wIQ1 �' � 10 M�61FC011.ECfOROP.1 j 2, imacO6I.ECIOR 10 — Y6 iECIeOVERI 11 17 21 C-20 10920 FIRE RESCUE AND INSPECTION SERVICES RESCUE SERVICES FY'92 FUNCTIONAL TABLE OF ORGANIZATION FADMINISTRATIVE AND MANAGERIAL CRETARY IIIST CLERK II 1 2 RESCUE SERVICES } ARE CAPTAIN FIRE LIEUTENANT FIRE FIGHTER PARAMEDIC INSTRUCTOR VEHICLE MAINTENANCE 1 7 HEAVY EQUIPMENT 17 MECHANIC 2 1 HEAVY EQUIPMENT -- MECHANIC HELPER 1 26 3 C-21 10920 DEPARTMENT OF DEVELOPMENT AND HOUSING CONSERVATION FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADM INSTIRATNEAND MANAGERIAL HOLISINGREHABUTATION AND RENTALASSISTANCE PROJECT PLANNING MGRAFCM 2AM HDJW FOWMTION AND IMRBENTATION DIM K.A It I WWW,HM.�. 1 xo m Rm. DAM. 1 PAWT RWI. 2 ffPlSf aaaI I ItlIH FEM. . 9R 2 11PISf C1ERK 11 1 H]II9N EW.E31. 4 aERI(I I MW HOUSM .up2 t 2 9 TYFM CLERK It 1 13 PRDJECTOESIGN FWI XX OPERATIONS DEVELOPMENT AND MONTT. AND ECONOMIC ANALYSIS RENTAL M5AKE W.CmR0.1 1 FNANCYLMMI NS ROIBtCg[Cb16T 1 t clwmorTm 1 EN/D�sssuRr t Cm a'm i 2 NARKETINGAND PROMO. B NEW HOUSINGDEVF—WPMEW ECON0 0tAYSIS t10O311G RE1MEl L" 1 MJiIKE11C%M t FhWkCEY.000RO. t PWWNOW UU30N 1 RWitl/ mN.000RD. 1 NOIBNOgICKE 2 2 Comm. C00D.07 1 3 PINNIC 1Ed1. 1 4 PROPERIYANDLF/6E LoaWYAGER 1 SALESAND MARKETING PROJECT REPRESEWINE 1 UKAXI i "PRoa�rxuusr t t 110115NG t&}V8 IN/0 1 5 _ t C-22 0 0 6 DEPARTMENT OF COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT BLOCK GRANT FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL DIRECTOR SECIVA W I A�6TPWI NEIGHBORHOOD JOB PROGRAMS ACCOUNi CRANT PROGRAM ADMIN� ON k AND CONTRACT COMPLIANCE COMM. DEV. PROD. SUFNR. 1 COW OEM, WORD. I ADMIN. AIDE II 1 TYPIST CLERK III NFOR AND REF, SPW- I 5 ASSISTANTOWTOR I ACOOUNTANTSUPVR STAFF ANALYST ASSIST. 1 ACCOUNTCLERK 3 AOMN. AIDE I I TYPBr 0" 11 1 CLERK I I 9 ECONOMIC DEVELOPMENT ASSIST. DIRECTOR 1 SENIOR BUSINESS DEV. I BUSINESS DEVELOPER I TYPIST CLERK it I 4 C-23 ECONOMICkkYST i CLERK II 1 TYPIST CLERK If JOBS TRAIN. PROO.WORD, d PUBUC EDUCATION AND INFORMATION WWLNTIY WOL SPEC. 2 WORM. AND REFERRA.ADE i 3 SOC. SVCS. PROGRAMS MONIT. ASSISTANT ORECTDR 1 SDC. PR00.AK&M SWffi. 2 SM. PROD. ANALYST I SOC, PROO, COORD. 1 SEDRERRYI I MW.INVOL SPEC. I T DEPARTMENT OF GENERAL SERVICES ADMINISTRATION AND SOLID WASTE GENERAL SERVICES ADMINISTRATION DIVISION FY'92 TABLE OF ORGANIZATION COYYORIOfm A01TVIU7fvfaM+IRN{RUE 07MI.RiRM I tniacsAurc I I o°OorLia AC9plNIam A9IIAOR AN I �e+�rsurrNlr�rn 1 uCNTEOUP.IWMIEWNCC rorlRIR4R}IIIL 3 �i " �" i rAmalncR'R I er`t�r s�xcumr I Kidi�uib AROMTOWkR1MR 3 I trrara,Ace I AunlRalarsl n OHM� Tr AO�OOrfIClT 10t 4 ram,/ � alna � lmsranRr � rca I pmlManx 2 0 ass i WAYrEOUP.IWMTENINCE e fi84PNIC REPROOIX.91fN AUOFMRS'iP�l I I M1r1.155L1 I 'ME 2 RUfUfRE41fOi� I LumICR1F10r4Rl ' OMMRAEYIQR I MRDWW FVPNIEI mm V'ED6.ME PROCI1REIfEMT RePER i HUH Qtfl(� y �77 Kv t0 F:IEp�islML A"WOWIR I IMOCUEIE1ffSl�41 OUT50E/OTHER glCMl Smus 4I Tm414EtKR i m. CIA i aXWA/NR CONOff. a Its iM �1S +M RP. S me i I 12 V711ALI�►�N YECrItC I GIRPENIRf wit W1'f/4 9 WIRR. Ia 3 f1�EG M MD A$1.I M XL W ; 91C11 NI I I 1/ pw ! iAR M w C-24 10020 1 7 DEPARTMENT OF PENSION 1 FY'92 FUNCTIONAL TABLE OF ORCANIZATION ..a PENSION MW MEMBERS 18 ._a ADMINISTRATION I PLAN SYSTEM ADMINISTRATOR i BENE}1TCLEn 2 2 SENIORACCOURMS 2 2 AOMN. ASSISTANT I 6 5 .M i 10920 SELF INSURANCE TRUST FUND M2 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATION ASSISTANT CITY MANAGER HECTOR I TYPIST CLERK II 1 RECEPTKR�ISI A551 11 ADYIN, ASST, 1 5 PROPERTY & CASUALTY WORKERS' COMPENSATION CLAYS SUPV. ASST, I CIAMSSUPMOR I CLAWS SLIPVR,ASST. 1 CLAMS ADJUSTER II I SUBROGATION SPEC. 1 CLAIMSAUSTERII I CLNMSADJUSIER I 1 CLAMSADJUSTERI 2 CLAWS ADJUSTER I 2 TYPIST CLEW 11 1 ACCOUNTANTSR i CLERK II 1 ACCOUNFCLERK I TYPIST CLERK 11 1 B TYPIST CLERK 11 1 CLERK 11 2 NURSEADYISOR 1 GROUP BENEFITS 12 GROUP OMITS SIPVR I CROHEAUHGENI TS 1 ITSAIDC. HEALTH BENEFITS AIDE 2 INSURANCE MANAGEMENT WAY 4 INSURANCECO OWTOR 1 SAFETYCOORDINATOR TYPIST CLEPo(11 1 2 DOWNTOWN DEVELOPMENT AUTHORITY FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL E)MX E Dl TOR I ACCO IITNG/BUDGET COORD. I E70 XM SECRETARY/ OFFICE MANAGER ADMK AWANT , URBAN DEV./PLANNING URBAN DEV./PINNING I AMSTRATGR4 UREIAN DEIGN i ADNIIfTRATOR TRANPORTATION/FLAMING I COORDINATOR PLANNER/911REETCOM. I SECRETARY I 5 C-27 4 MARKETING BUSINESS OEVEI MENT BUSINESS DEV.ADMIN•# I MAMETING COORDINATOR i (OW POS./NDT FTNDED) YARI' MNOASEWIT I ECONOMIC DEVEWPNENT I (PARTIIME) SPEDIk PROJECTS I COORDINATOR (RWTME) RECEPMIONST 1 6 90920 I DEPARTMENT OF OFF-STREET PARKING FY'92 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATION ADAMN. AND AIANAGERIAI. 4 4 GARAGE/G&O FlNANC M"WMANAGEMENT OPERATIONS ENT. FUND I GENERAL OPERATIONS 15 WORLD TRADE CTR, 1p FlNANCE CLISTWER MARKETW 5S 6 14.3 04TAPROCESSING 2S ENFGRCEIdENT MART./COLLECTION t5S DEFREClATION AM 11.5 BAYSIDE WAGE 6 157 CON5M./NSPEC. 1 W%M/OLYNPWE4.OG. 15.3 16.8 PAYRX/ RELREL. 3.5 AMORTAPCN — PLRCHASINC 1 47 GARMES (1,2,3) 17 SLRFACELOTS 41 111 C-28 10020 -.4 N� MIAMI SPORTS AND EXHIBITION AUTHORITY FY'92 FUNCTIONAL TABLE Of ORGANIZATION ADMINISTROVE AND NANAGEgk DfECUX DKCTDR I ADNK ASSISTANT I SECRETARY I 3 OTHER CITY AGENCIES TABLE OF CONTENTS Downtown Development Authority .................... " " " " " D-2 Department Of Off -Street Parking Miami S ............D-4 ports and Exhibition Authority Bayfront Park Management Trust •.. .. 1 THIS PAGE DELIBERATELY LEFT BLANK 10920 j i Sri 5rw•• v>..i THIS PAGE DELIBERATELY LEFT BLANK Downtown Development Authority FY192 FUNCTIONAL COST UNmms- POSITIONS Administrative and Managerial 4 Urban Development/Planning 5 Marketing/Business Dev. 6 Reserves Total 15 $390,544 420,107 669,837 25.000 $1.505 488 26 28 44 2 00 PERFO MANGE TNDT AmnRS * Hosted Downtom "Miami -on -Miami" Public Forum Conference. * Completed Brickell Housing Study. * Completed Brickell Retail Study. * CcaPleted Phase I International Trade & RKPosition Center Feasibility Study. * Published Downtown Calendar of Events. * lmplenented Phase I of Dupont Plaza Beautification project. * Implemented a Desk Top Publishing program. * Achieved Reduction. of Challenger 7 Debt. * Initiated the "Miami. -fie World Meets Here" Downtown Marketing and Promotional Program. * Assisted Coordination and Participated in Sister City Kagoshima Delegation Visit. i 10920 D- 2 The Downtown Development Authority of the City of Miami was created in 1965 by the Florida State Legislature and began operations in 1966 after approval by the Miami City COMission. It is a semi -autonomous, authority supported by a special tax levied within its boundaries. The mandate of the Authority includes the following: Preparation of an economic base/market study analyzing changes in CBD; study and analyze impact of metro growth on CDB; plan and propose public improvements of all kinds for CBD; prepare and implement plans for development in Downtown area; develop cooperation with City planning long-range plans for economic improvement and work to establish implementation techniques in cooperation with businessmen and property .. owners. * Improve the image of Downtown Miami. A. Promotion of positive aspects of Downtown B. Internationalization of Downtown -K� C. Physical Environment Improvement * Upgrade the Social and Physical Infrastructure A. Services for the Homeless j B. Transportation Improvements C. Infrastructure Impravements Promotion of Business Development and Residential Growth A. International Trade and Exposition Center B. Increased Minority Participation in Downtown Projects C. Retail Developnent D. Residential Development E. Waterfront Development F. Development of vacant parcels G. Interim Use Program �E,T HIGHLIGH'I5 This request is $88,395 or 6% than the FY°91 amended budget primarily due to a decrease -.;In. e} r a ting Wenses. 10920 -' D-3 Department of Off -Street Parking FY'92 FUNCTIONAL COST FUNCTIONS POSITIONS Administrative and Managerial 4 Finance 14.3 Data Processing 2.5 Operations: A. General Operations 15 B. Customer Relations/ Marketing 5.5 C. Enforcement 15.5 D. Maintenance & Collection 11.5 E. Construction, Instal., Inspection 1 F. Payroll/Employee Rel. 3.5 G. Purchasing 1 H. Garages (1,2,3) 17 I. Surface Lots (Incl. Arena area) Total Operations 1Ll Total Department 131.8 Interest Expense Depreciation & Amortization Total Department Expense World Trade Center - Garage 4 10 Government Center - Garage 5 6 Bayside - Garage 6 (Calendar Year) 15.7 G & 0 Enterprise Fund 15.3 Garages 4,5,6 and G & 0 47 Total DOSP Responsibility 179 PERCENTAGE $523,645 8 903,238 14 174,420 2 708,652 11 302,912 4 360,956 6 262,852 4 34,394 1 175,507 2 30,802 1 887,056 14 2,120,703 33 $4,883,834 7� $6,485,137 100% $1,672,000 $1,326, 43 $9,483,880 $825,645 26% 402,136 12 911,913 28 ' 1,078,016 34 $3,217,710 100% $12,701,590 PERFORMANCEINDTCAT�RS `' * During FY190-91, the Department achieved a substantial improvement in operating performance over the prior fiscal year. * During fiscal year 1991-92, the Department expects to earn a net income of $412,190. p!4 10920 "'he Off -Street Parking Authority was created in 1955 by a Special Act of the Florida State Legislature and was incorporated into the City of Miami Cuter in 1968. As a semi-autornmms agency of the City of Miami, the Authority receives no prapezty tax rt. Durin g its 35 year history, the Authority has been supported solely by the n revenue generated ff ate thrmgh its operation. The Authority is governed by the five Parking Board. The Board has the power, duties and responsibilities customarily vested in the board of directors of a private corporation and exercises supervisory control over the operations of the off and on - street parking facilities of the City. The Miami City Ccmnission retains the final authority for the approval of the Authority's annual budget and rate structure, the j confirmation of appointments to the Board and the issuance of parking revenue bonds. * To provide municipal parking throughout the City of Miami in the most efficient and cost-effective manner, while maintaining the highest standards of services and security. * To provide sufficient funds to continue the developwx t of a capital program designed to meet existing ammitments. * Thraagh effective management of the World Trade Center and Government Center aru gages and parking tickets, the Department will contribute $1,819,019 to the City of Miami General, Fund- In addition, the modified calendar year 1991 budget for the Bayside Garage Projects an operating i.nccoe of $1,785,464. Fiscal Year 91/92 revenues for the _ operating portion of the Department of Off Street 'king beget are projected to decrease to $9, 375, 070 fro¢n $9, 603, 765. This Projected reduction is due to decreased utilization which results from substantial office vacancy rates downtown. Projected parking revenues for Fiscal Year 91/92 for the World Trade Center garage ($1,338,400), Downtown Goverment Center garage ($668,400), the Bayside garage ($2,697,377) and the Gusman and Olympia Enterprise Fund ($1,078,130) will result in total revenues of $15,157,377 for FY191-92. a-5 10920 •=(. Y % it Miami Sports and Exhibition Authority FY'92 FUNCTIONAL COST EL�?Cm_rON�, POSITIONS COST PERCENTAGE Administrative and Managerial 3 $145,820 17 Finance 1 373,155 43 Marketing 1 345,261 40 Total 5- $864 236 100 Performance Ind i rai-nre * Sponsor of the National Golden Gloves Boxing Tournament. * Sponsor of the soon -to -be -held NHL Exhibition Game at the Miami Arena. * Sponsoring the attraction of the Sunshine State Games. * Refunded $38,000,000 Special Obligation Bonds. These bonds are serial bonds with fixed rates and backed by bond insurance. * Coordinating local governmental efforts to bring Major League Baseball franchise to Miami. * Sponsor of the Northwest Express Track Club. * Sponsor of the Miami Wheelers Cycling Team. * Sponsor of the Miami Mile. ' t � 10920 the Miami Sports and Edlibition Authority's responsibility is to facilitate and promote activities, nProvemerits and infra -structure necessary to expand and attract Conventions, exhibition and tourism related activities, professional and international sports, as well as other events and programs which will contribute to economic and social growth in the City of Miami. * To expedite development of a convention center/exhibition hall in downtown Miami. * To study feasibility and develop youth centers in Overtown, Little Havana and Coconut Grove. * To become actively involved in pursuit of additional major league/professional sports franchises for the City of Miami. * To participate in efforts to bring major international/amateur sporting events to Miami. * To assist and encourage local individuals in their pursuit of educational and career opportunities. * To promote and support organizations who develop and maintain programs related to our mission. * The fiscal year 1991-92 budget is $87,911 less than the previous fiscal year. The decrease is primarily attributable to a reduction in administrative expenses specifically event sponsorship. D-7 Bayfront Park Management Trust FY192 FUNCTIONAL COST E�NCTIONS POSITIONSL COST PERCENTAGE Administrative and Managerial 3 $200,397 20 Maintenance 3 269,851 27 Marketing and Promotion - 181,200 18 Laser Light Tower - 54,000 5 Fountain Z- 297, 319 i l Total $1,002,767 100 Perf's * Sponsored the New Year's Eve Big Orange Celebration. ! * Budgeted revenues have been met each day. f * Sponsored the July 4th celebration that had more than 100 000 People in Bayfront Park. * Increased Cooperate Sponsorship at the Mildred and Claude Pepper Bayfront Park. �0920 D-8 Il I J This request is $534,267 or 114% more than the Fy,91 amended budget due to the addition of the Iaser TMw and the Claude Pepper F=tain as part of the Bayfront Park Management Tnist operating budget and an increase in the marketing and PrMotional, effort which will generate additional revenue for the park. A D-9 10920 0 . TV, Iq PARKS DESCRIPTION AND STAFFING TABLE OF CONTENTS African Square..............................................E-1 Athalie .......... •............. Range (EDISON) ...... Bicentennial Park " /Bayfront " " " '•••°•••••••............ Bryan .,,,•, E-3 ........................... ..... Coral Gate " " " '•••••••••••. .................. Curtis ....................... ...................E-5 ..... • David T. KennedyPark ............................................- Dorsey Park E ...................E-8 ................'............. Douglas •................................E-9 ......... ............... Fern Isle ............................E-10 .... ..................... Gibson ......,' ......... Grand Avenue .....................................E-12 .......... ...... Grapeland •...................'.....................E-13 ... Hadley ........... Henderson" " " " ••• ���• Tennis ..................E-14 " " " Center ................. Kinloch " ' ..................E-15 ... ... •........ Legion ............................E-17 ...................E-16 ..... Jose "' Mart. .,.... ...... 1 ..... Kirk Munroe ...... ��• ................. .E-18 .........................E-19 Tennis ............... Moore .... ............ Morningside " " " " •••••••• ...................E-20 ���'• " '° ................. Peacock ......................E-21 .................. Reeves .......................... .....................E-22 ...•' Robert ����• " " " " Kin .......................... ` ....E-23 g High ................... Roberto Clemente ..........E-24 " " '••••••••••••.......E-25 .,, Shenandoah •.......................................E-26 ...., Simpson •.............. .............................E-27 .... ��• " " " Elizabeth V rric •..... Watson Island .... ..............E-28 ... •..... West End ................................... .... .., Williams ..E-30 ... ............................. ... ....... .......E-31 ••..E-32 10920 THIS PAGE DELIBERATELY LEFT BLANK +r AFRICAN SQUARE (UNDER CONSTRUCTION) 1.15 1400 N.W. 62 Street Model City Recreation building, restrooms, maintenance building, one (1) basketball court, Playground equipment. Summer Program, ceramics, arts & crafts, after school activities, cheerleading, 4-H Club, scout program, senior citizen activities, youth basketball , tennis, football, all indoor games, special events. *Personnel requirements to be determined in the future. AFRICAN SQUARE (UNDER CONSTRUCTION) 1.15 1400 N.W. 62 Street Model City Recreation building, restrooms, maintenance building, one (1) basketball court, Playground equipment. Summer Program, ceramics, arts & crafts, after school activities, cheerleading, 4-H Club, scout program, senior citizen activities, youth basketball , tennis, football, all indoor games, special events. *Personnel requirements to be determined in the future. UNE' ALLAPATTAH COMSTOCK AC,EF.9* 9.2 UgAT1ON- 2800 N.W. 17 Avenue NEIGHBO Hnnn• Allapattah UQUJ EBI- Maintenance building, restrooms, three 3 pavilion shelters, playground equipment, barbecue grills, picnic area, one basketball court, two (2) tennis courts, vita course, one lighted (1) softball field. SENT PRnc^uaMe. summer Program, 9 , youth basketball, football, baseball, after school activities, arts & crafts, tennis team, limited indoor games. Permitted a +-; •;+-;e special events. softball, baseball, STAFF �E�$—BOUND 5 iMturARy SUMMER ADDrmrnNnr 1 E-2 kn•I i M. ATHALIE RANGE (EDISON) 11.85 525 N.W. 62 Street Model City Recreation building, maintenance building, Olympic pool and bathhouse Playground equipment, one (1) baseball field, one (1) softball field, four (4) tennis courts, two (2) basketball courts. Summer Program, football, basketball, tennis, exercise class, arts & crafts, after school activities, 4-H Club, scout program, dance, drama, safety awareness program, all indoor games, special events. Permitted a t;�:;l Baseball, softball and pool. 11 E-3 5 10920 BICENTENNIAL PARK 34.75 1075 Biscayne Boulevard Downtown Restrooms, one (1) baseball field, one (1) softball field, one (1) soccer field, maintenance building, dolphin piers, playground equipment, fountain, Cafe building, Marine Patrol building. l ne ted ac v;t;a Miami -Dade baseball, amateur baseball, softball, soccer, Grand Prix, ship tours, concerts and special events. 3 0 E-4 10920 BRYAN j 2.07 rOCATTON2301 S.W. 13 Street HIGHBO HOOD: Lit tle Havana FACTr,?TrF,g; Maintenance and office building, restrooms, playground equipment, two (2) tennis courts, two (2) basketball courts. CURRENT PROGRAM; Summer Camp, after school activities, basketball, football, tennis games. , all indoor STAFF S IMMARV XE�$- R, OUNn SUMMER ADDTmT(�NAT. 1 2 Mobile Crew E-5 10920 ' CORAL GATE &CE. 3.62 IDOCATTpN; S.W. 32 Avenue and 16 Street A1EiG- HBONOOD; Little Havana FAC_TT MUBI- Recreation building, restrooms , picnic one (1) softball field, one (1) tenni reasand one (1) basketball courts, and playground. CURRENT pR0 R_AML; Summer Camp, after school program, football, baseball, basketball, boy scouts, all indoor games. Permitted ac ;�;t baseball, and softball. picnics; STAFF S MKARy X_EAR ROL7rrn S T[1�ER ADDTmTnrrn r 3 2 Mobile Crew E-6 10920 CURTIS (UNDER CONSTRUCTION)* 29.3 1901 N.W. 24 Avenue Allapattah Recreation building, maintenance building, pool and bath house, restrooms, playground equipment, picnic areas, one '(1) lighted football field, one (1) lighted baseball field, one (1) lighted softball field, four (4) lighted tennis courts, and two (2) lighted basketball courts, shuffleboard, boat ramp. Summer Camp, all indoor games, softball, baseball, karate, football, basketball and tennis team. Permitted Baseball, Softball, Soccer and Football. Programs for Handlca_ Aid. the Basketball, , volleyball, 4 10 *The park is currently under construction and when completed will be a multi faceted Community Sports Complex. Existing facilities are available for limited use while construction is in progress. E-7 10920 DAVID T. KENNEDY PARK ACRES: 20.89 IACAT20N• South Bayshore Drive & Kirk Street ll NEIGHBO HOOD• Coconut Grove I FA rr.rmrF Restrooms playground, p yg und, volleyball courts, vita course, and Olympic sailing facility. ANT PRO RAMa; Leisure Activities YEAR ROt�D 1 SITMMER ADDrmrONAr 0 Mobile Crew E-8 10920 1 ACRES: 2.5 LOCATION: 17 Street and 1 Avenue NEIGHBORHOOD: Overtown FACILITIES: Recreation building, restrooms, one (1) lighted softball field, two (2) lighted racquetball courts, one (1) lighted basketball court, playground equipment. CURRENT PROGRAMS: Summer Program, after school activities, racquetball, arts & crafts, basketball, football, all indoor games. Permitted activities: softball, co-ed league. STAFF SUMMARY F!;n! YEAR ROUND SUMMER ADDITIONAL 2 3 Mobile Crew <i �.1 . 10920 DOUGLAS 10.0 2755 S.W. 37 Avenue Coconut Grove Recreation building, day care facility, maintenance building, restrooms, playground equipment, four (4) lighted tennis courts, one (1) lighted basketball court, one (1) baseball field. Parque de la Amistad / Friendship Park playground. Summer Camp, after school activities, all indoor games, pre-school, youth basketball, football, tennis, soccer, arts & crafts, ceramics, karate. permitted a _i-;v;ties Baseball, softball and parties. 8 E-10 5 10920 -' FERN ISLE ACRES-.. 8.41 71 L9CATION; N.W. Corner N.W. it Street and 22 Avenue PIEIGHBO Nnnn. Allapattah FA TTTTTF�; Office, restrooms, one (1) tennis (1) basketball court, one softball rfield. BENT PROGRA1utG• Summer Program, limited indoor games, after school activities, Football tennis, soccer. a basketball, Baseball and softball.�rmitted 2 Mobile Crew 1 10920 GIBSON 7.9 401 N.W. 12 Street Overtown Pool and bathhouse, one baseball/football field 1 ) lighted recreation building, two restrooms, a basketball courts, four 4 i2i lighted courts, playground, weightroom,lgboxin tennis auditorium. g gym, Summer Program, after school activities, ceramics, youth basketball, football, tennis, cheerleading, 4-H Club, special events, adult basketball, self awareness, African dance, tennis, all indoor games. t i v; t_; „ �ffi1i_ tted_ acs• Baseball, softball and soccer. 8 11 E-12 10920 HAM GRAND AVENUE ACC; 4.47 CA'�'TON: 236 Grand Avenue ` NET_GHBORHOOD; Coconut Grove `� FACTr,rmrF. Recreation building, J lighted tennis courts, two ms'2 two (2) ( ) lighted basketball courts, two fields (2) lighted softball Playground. cuRRENT FROG A�ur�• Summer Program, after school activities, :w football, tennis, basketball indoor gamessoftball, all g Perm;t Baseball and softball. GRAPELAND 20.0 1550 N.W. 37 Avenue Flagami Recreation building, maintenance building, restrooms, playground equipment, two (2) lighted basketball courts, four (4) lighted tennis courts, one (1) football field, one (1) baseball field, one (1) lighted softball field. Summer Camp, after school program, tennis, ceramics, karate, library activity, all indoor games, pre-school, football, basketball. Permitted actimit-iAA• softball, baseball, karate, football, soccer and parties. HADLEY 29.7 N.W. 12 Avenue and 50 Street Model City Recreation building, pool and bathhouse, one (1) lighted baseball field, one (1) lighted softball field, football field, four (4) lighted tennis courts, two (2) lighted racquetball courts, three (3) lighted basketball courts, playground equipment, barbecue grills. Summer Program, after school activities, ceramics, art, all indoor games, karate, youth tennis, softball, football, cheer - leading, boxing, baseball, basketball, soccer. permitted activities; Baseball, softball, football, soccer, pool, parties and special events. 11 E-15 10 10920 i NAM HENDERSON TENNIS CENTER ACME; 3.6 LOCATION: 971 N.W. 2 Street NEIGHBORHOOD: Little Havana FACILITIES: Office, restrooms, playground equipment, (10) lighted tennis courts, one basketball court. L1� RRENT PROGRAMS: Summer Tennis League, tennis clinics leagues, court rentals, Miami Dade Communi College. STAFF SUMMARY YEAR ROUND SLMER ADDITIONAL. 3 0 Mobile Crew E-16 ten 1) ty .i 4 r.J r r r O1 9: 21 0 tv.�i O1 9: 21 0 tv.�i KINhOCH 3.49 455 N.W. 47 Avenue Flagami Recreation building, restrooms, playground equipment, one (1) lighted basketball court, one (1) racquetball court, one (1) softball field. Summer Program, after school activities, all indoor games, Handicapped Program, adult basketball league, youth basketball, football, tennis. Permitted a tjy t Baseball and softball. STAFF S &jARV YEAR Rp ND $3�ER ADDITIONAr 2 3 Mobile Crew E-17 10��P0 LEGION C31a& 'Q - 13.7 LIO LTION= 6600 Biscayne Boulevard NEIGHBORHOOD: Northeast F'A Tr,TmTF One (1) dance hall and several Multipurpose rooms, recreation building, maintenance building, restrooms, picnic areas, boccie, and shuffleboard courts. Cij R•Nm PRO RAM4, Senior citizen program, ballroom dancing, ceramics, table tennis. S�ec�ai Ey n1-a• Dances, talent shows, cultural activities, handicapped program events and community meetings. 7 0 Mobile Crew E-18 "JOSE MARTI ACRES: 5.6 LOCAL S.W. 4 Street and Miami River NEIGHBO Hn�n• Little Havana FA TT,TTT_F.G ; Pool and bathhouse, picnic io ter, one (1) lighted softball field eight lighted �1(2) racquetball courts, two lighted j basketball courts, la p yground equipment, two (2) volleyball/basketball courts, fountains, riverwalk. RRENT PRnruAtKa , Summer Camp, After schoolactivities, limited indoor games, football, cheerleading, swim team, racquetball league, youth and adult basketball, City-wide Basketball Southern Division. Pool: free swim, handicapped, exercise. Permitted ;t•; ac y; es • Pool, scuba, swimming lessons, Police Boxing y Program. Baseball, and softball. STAFF SITMMARV YEAR ROUND ADDITIONA 12 2 �l J J J E-19 10920 i KIRK MONROE TENNIS CENTER AC2= 1.44 WCATIOS'. 3120 Oak Avenue NET-Giig MQQJ); Coconut Grove FACTT.TTTFQ Office, restrooms, five (5) lighted tennis courts, handball courts. N_�R_O RAMS; Tennis clinics and tournament, league rentals.s, court STAFF TMMARy X�12—pUND SI�ER ADDTTTpNA 2 1 Mobile Crew 4 Y E-20 10920 MOORS 19.6 765 N.W. 36 Street Allapattah Two recreation buildings, Day Care Center, maintenance building, restrooms, playground equipment, three (3) lighted basketball, one (1) lighted track, one (1) lighted football field, shuffleboard courts. Summer Program, after school activities, arts and crafts, all indoor games, aerobics, tennis baseball, softball, football, cheerleading, basketball and soccer. Perm;tted A t; »+-; Softball, football, baseball and parties. 15 4 k 1. E-21 10920 NAME; +MORNINGSIDE 42.38 WCATION• 750 N.E. 55 Terrace NEIGHBORHOOD; Northeast FACTT,TTTF� Recreation building, maintenance building, restrooms, playground equipment, picnic areas, pool and bathhouse, one (1) softball field, two (2) basketball courts, shuffleboard courts. RENT PRo R�Me. Summer program, All indoor games, youth basketball, football, after school activities, tennis team, special events. permitted Activities• Softball and parties. pool, soccer 7 10 E-22 PEACOCK 20.0 2820 McFarlane Road Coconut Grove Recreation building, maintenance building, playground equipment, shelters, two (2) tennis courts, one (1) basketball court, one (1) lighted softball field, shuffleboard courts. Art classes, ceramics, juggling, 21-24 festivals per year, tennis. f,►-f►.,itted active-�p�• Softball, parties, picnics, and special events. 4 0 E-23 REEVES 3.75 N.W. 6 Avenue and 9 Street overtown Recreation building, maintenance building, two (2) lighted basketball courts, playground. Summer Program, After school activities, all indoor games, basketball, football, baton twirling, modern dance, drama. 3 1 E-24' 10920 AUMMU._ ri ROBERT KING HIGH 17.0 7025 W. Flagler Street Flagami Recreation building, restrooms shelter, playground equipment, i c pavilion , picnic area, two (2) lighted tennis courts, campground, two (2) lighted basketball courts, one softball field, one (1) lighted racquetball (1) court. quetball Summer Camp, after school activities, all indoor games, football, tennis basketball, soccer, baseball, Pern►itted ar+-;�,;+. • ', and special events. baseball and Camp ground, softball, Picnics. 4 4 ROBERTO CLEMENTE (UNDER CONSTRUCTION)* ASBE�; 3.0 LQCATIM: 101 N.W. 34 Street N .T[.ktt�ntwOOD: Wynwood l F�CTT,,TTTFS Recreation building (boxing 'l shuffleboard court gym) l I equipment, two 2 restrooms, playground four 4 ( ) lighted basketball courts, ( ) lighted tennis courts, one (1) lighted softball field. SENT pR0 1?AMe . Summer Program, arts & crafts, after school activities, youth baseball, youth basketball, football, tennis, police boxing all indoor games, soccer, soft a pl,ogrspecial events and weight training. 3 2 *The park is currently under construction and when completed will be a multi -purpose community recreation facility. Existing facilities are available for limited use while construction is in progress. E-26 10920 SHENANDOAH 10.0 S.W. 22 Avenue and 18 Street Little Havana Day Care Center, recreation building, maintenance building, pool and bathhouse, restrooms, concession stand, playground equipment, four (4) lighted racquetball courts, two (2) lighted basketball and d four (4) lighted tennis courts, one (1) lighted softball field. Summer Camp, after school program, day care, all indoor games, football, basketball, judo, baseball, softball, tennis soccer, weightlifting. racquetball, Softball, baseball and paPez'n►�es. ac i � cps rti 14 E-27 12 10920 SIMPSON A�BF 3.5 LOCATTntJ • 55 S.W. 17 Road NE?GHBORHpOD• Brickell FAC_TTTTTF, Community building, restrooms hardwood hammock. natura �(7RREN'T' pROGRnHt Council of Ga rden Club Presidents, Hibiscus Garden Club, Handicapped Division Program r Mineral & Gem Society, nature tours. STAFF S rnr�rnuv 1 Mobile Crew C E-28 �. 0 92 O 1381"IEs AC = LOCATION: NEIGHBO HOOD• FA TTTT X, ELIZABETH VIRRICK 4.65 3580 Day Avenue Coconut Grove Recreation building, pool and bathhouse, restrooms, pavilion, playground equipment, one (1) lighted basketball court. Summer Program, after school activities, all indoor games, upholstery, ceramics, sewing, girls' softball, youth football, basketball, senior citizen meetings and special events. E-29 E 10920 4 WATSON ISLAND 86 McArthur Causeway Downtown Japanese Gardens, picnic area, and dock. Permitted Activities: Special events, Annual Boat Show parking. Lessee: Chalk's International, Dade Helicopter, Miami Outboard Club, and Miami Yacht Club. STAFF SUMMARY YEAR ROUND SUMMER ADDITIONAL 2 0 WEST END 6.94 250 S.W. 60 Avenue Flagami Recreation building, pool and bathhouse, restrooms, concession stand, playground equipment, one (1) football field, one (1) baseball field, two (2) lighted tennis courts, two (2) lighted basketball courts. Summer Camp, Day Care, after school activities, all indoor games, football, basketball, arts & crafts, special events, karate, community school activities, tennis, archery. Pe=itted activities; Baseball, softball and parties. 7 11 Mobile Crew E-31 0 WILLIAMS (UNDER CONSTRUCTION*) 5.5 1717 N.W. 5 Avenue Overtown Recreation building, restrooms, playground, pool and bathhouse, one (1) lighted football/baseball field. Summer Program, after school activities, all indoor games, 4H-Club, tennis, football, cheerleading, track, basketball. gecial events: Plays, drama. 2 Mobile Crew E *The park is currently in the primary stage of construction and when completed will be a multi -purpose community recreation facility. Existing facilities are available for limited use while construction is in progress. E-32 10920